The current economical crisis within most healthcare systems has resulted in local, regional and national plans to reduce economic deficits. Most of these plans aim to increase the healthcare systems effectiveness by reducing hospital beds and expanding out-patients departments, which in turn challenges the mode of operation at emergency departments (ED) [2,3]. During past decades the increasing number of patients at ED s treatment areas has resulted in a work overload, making EDs to operate beyond their capacity. Hospital bed shortage enforces a rapid turnover of patients, increasing the number of patients discharged as early as possible and endangers patient safety. Together with increasing number of non-urgent patients these are main factors causing ED-overcrowding [1,4,5]. To counter with ED-overcrowding escalation, new methods (e.g.triage) have been deployed, which mainly deal with its infrastructure and internal organization [1,6]. ED is, however, the hospital's main contact point with surrounding world and an important part of disaster preparedness in the area served by the hospital. An overloaded ED has a great impact on other adjacent activities e.g.prehospital organization, ambulance transports, elective production (surgery), and individual patient's safety [7-9].

Bed shortage at intensive care units could either be due to high inflow of operated patients or high admission of critically ill patients (in need of assisted ventilation). The higher rate of operated patients was directly related to higher number of planned operations and simultaneous increasing in number of emergency cases. These numbers changed in 2008 to 35% and 65% for bed and respirators shortage, respectively. The lack of hospital beds at ordinary wards was mainly due to overloaded wards. The impact on individual patients or patients groups or the number of patients affected could not be assessed by analyzing available data. These incidents, however, led to a total number of 350 actions undertaken by the center. The actions undertaken were consultative, informative and supportive. However, if necessary, the centre intervenes to coordinate and redistribute regional resources by contacting hospitals, emergency departments, and prehospital organizations. Consequently, unaffected patients and healthy individuals were advised to visit their general practitioners, healthcare centers or other hospitals. Current ambulance transports were diverted and planned transports were directed to other hospitals. There was no information about the severity of diseases in transported patients; however, critically ill patients were transported to the nearest hospitals. The active time spent for coordinating and resolving these incidents was 21188 min (354 hrs or 45 working days á 8 h). The active reporting and writing time was 487 min.

Disasters seldom occur, but if they strike a fast and effective response from healthcare services is expected. An increasing number of reports on incidents when emergency hospitals, for different reasons, cannot operate at their normal capacity are a matter of concern for patient safety as well as disaster response preparedness [7]. In the available literature hospital bed shortage and ED downsizing are reported to be some of the causes of ED-overcrowding leading to impaired responsiveness and ambulance diversions [4,6,8,9,11,12]. In our study, we could also show that hospital bed shortage and technical dysfunction at radiology departments, beside the increasing number of patients at EDs are the main reasons for ED-overcrowding in our region. Our findings (Table 1, Figure Figure1)1) are consistent with those earlier reported. Like in many other parts of the world, reduction of hospital beds and corresponding staff in combination with increasing number of out-patients treatments and coordination of activities between nearly located hospitals, have been some of the solutions to handle the economical constrain on the healthcare systems [9,11,13]. The mean length of hospital stay (LOS) has been reduced in Sweden, as well as other Scandinavian countries, having the lowest LOS worldwide [5,14]. Although these measures all seem to be logical steps taken to improve healthcare effectiveness and reducing the costs, they also, in a negative way, affect the surge capacity of a hospital. Such capacity in hospitals is necessary for proper management of extraordinary incidents and is influenced by 3 essential elements; staff, supplies/equipment, and structure [15,16]. Structure refers to both location for patients and the organizational infrastructure. A key to a successful major incidents response of a hospital is an ED that is able to effectively sort (triage) the casualties, continue or start lifesaving treatment and rapidly transfer patients to facilities for definitive treatment within the hospital. If this key function is overcrowded already at the onset of a disaster response, the outcome for the patients will be suboptimal. It is already reported that ED-overcrowding is associated with both space and staff shortage [4,7,17,18].

Hospital bed occupancy of ≥ 90% has been shown to correlate with a blocked access to the wards, defined as patients waiting in the ED for more than 8 h when the decision has been made to admit them [4,19-21]. For severely ill patients this consequently leads to initiation of extra measures e.g.multiple testing, interventions and administration of drugs during their prolonged stay in the ED [4,7,19,20]. In such situations the ED serves as a holding area for admitted patients, sometimes remaining for more than 24 h, due to the lack of beds [4]. This even includes patients in need of beds at the intensive care units. Earlier reports indicate that the average waiting time for an inpatient acute or critical care bed in the USA EDs has nearly been doubled (> 6 h) in hospital with consistently overcrowded ED. The results, besides missed diagnoses, poor outcomes, prolonged pain and suffering for some patients, long waiting times, patient dissatisfaction, more ambulance diversions, lower physician and staff productivity and higher levels of frustration among medical staff, are higher hospital costs and longer LOS [2,11-13,21].

In addition many patients in the early time period of their diseases may leave ED due to long waiting time, without treatment. Curable disease may then become more critical and incurable when they return [4]. Delay of > 6 h in bringing ED patients in critical condition to intensive care unit has also shown to increase hospital LOS and result in higher intensive care unit and hospital mortality [20].

Long-lasting hospital closure are associated with significant but temporary increase in ambulance diversions to the nearest ED. Fewer EDs and increasing number of patient visits over time, may also cause ED-overcrowding and consequent ambulance diversions [9,22]. Ambulance diversion has a huge impact on public health, since it may place the patient at risk for poor outcome, prolonged pain and suffering. Ambulance diversion results in increasing transport time between hospitals, delayed treatments and may also increase mortality in severely injured trauma patients [7,9,22]. It also results in significant loss of hospital revenue due to the throughput delays that prevent the use of existing bed capacity for additional patient admissions [23]