加强医院事件指挥系统,以支持COVID-19大流行的持续浪潮。

IF 3.4 Q1 HEALTH POLICY & SERVICES
Journal of Healthcare Leadership Pub Date : 2022-11-22 eCollection Date: 2022-01-01 DOI:10.2147/JHL.S372909
Josette Hartnett, Kaly D Houston, Suzanne J Rose
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引用次数: 0

摘要

斯坦福德医院(SH)是一家拥有305张床位的二级创伤中心,位于康涅狄格州2019冠状病毒病(COVID-19)大流行的震中费尔菲尔德县。2019冠状病毒病大流行是一场节奏快、发展迅速的危机,给我们的领导团队带来了与资源可用性、患者护理和工作人员安全相关的独特挑战。现有的医院事故指挥系统(HICS)于2020年3月启动,以协调我们对这一计划外事件的业务应急管理计划、响应和恢复能力。虽然HICS为医院的准备工作和协议的实施奠定了基础,但它的设计不能承受长期的危机情况。鉴于COVID-19大流行所带来的条件,未来浪潮的可能性已成为迫在眉睫的现实,因此需要长期解决方案。为了制定指导方针,促进在疫情进一步激增时的必要准备与同时恢复和维持医院日常运营之间的平衡,编写了《上海新冠肺炎工作手册》。此处展示的《剧本》是根据以证据为基础的5s(空间、人员、系统和人员)战略重症护理规划框架进行安排的,旨在解决我们医院四个主要患者护理领域和其他支持性服务的激增能力管理问题。通过世卫组织内一线护理人员和领导人的反馈,《手册》总结了我们在大流行第一波期间获得的经验、最佳做法和见解。制定指南的目的是为全球领导层和工作人员提供装备,以帮助应对未来的大流行浪潮,并成功照顾COVID-19患者,确保工作人员安全,允许正常服务运行,并为社区、患者和工作人员提供最佳沟通和支持。
本文章由计算机程序翻译,如有差异,请以英文原文为准。

Augmentation of a Hospital Incident Command System to Support Continued Waves of the COVID-19 Pandemic.

Augmentation of a Hospital Incident Command System to Support Continued Waves of the COVID-19 Pandemic.

Stamford Hospital (SH) is a 305 bed Level II Trauma center located in Fairfield County, the epicenter of the coronavirus disease 2019 (COVID-19) pandemic in Connecticut. The COVID-19 pandemic was a fast paced, rapidly evolving crisis, presenting our leadership team with unique challenges related to resource availability, patient care, and staff safety. The existing Hospital Incident Command System (HICS) was activated in March 2020 to coordinate our operational emergency management planning, response, and recovery capability for this unplanned event. Although HICS lays the groundwork for hospital preparations and protocol implementation, it is not designed to withstand prolonged crisis circumstances. Given the conditions that the COVID-19 pandemic presented, the possibility for future waves became an impending reality, prompting the need for a long-term solution. To establish guidelines that promoted balance between necessary preparations in the case of additional surges of the pandemic and concurrent resumption then maintenance of routine hospital operations, the SH COVID-19 Playbook was created. The Playbook, presented here, is arranged in accordance with the evidence-based 4 S's (Space, Staff, Systems, and Stuff) strategic critical care planning framework, to address surge capacity management within our hospital's four main patient care areas and additional supportive services. Through feedback from frontline caregivers and leaders within SH, the Playbook captures our experience, best practices, and insight acquired during the first wave of the pandemic. Established with the intentions of equipping leadership and staff globally, guidelines are presented to aid in the navigation of future pandemic surges and successfully care for COVID-19 patients, ensure staff safety, allow for normal services to operate, and provide optimal communication and support for the community, patients, and staff.

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来源期刊
Journal of Healthcare Leadership
Journal of Healthcare Leadership HEALTH POLICY & SERVICES-
CiteScore
5.40
自引率
2.30%
发文量
27
审稿时长
16 weeks
期刊介绍: Efficient and successful modern healthcare depends on a growing group of professionals working together as an interdisciplinary team. However, many forces shape the delivery of healthcare; changes are being driven by the markets, transformations in concepts of health and wellbeing, technology and research and discovery. Dynamic leadership will guide these necessary transformations. The Journal of Healthcare Leadership is an international, peer-reviewed, open access journal focusing on leadership for the healthcare professions. The publication strives to amalgamate current and future healthcare professionals and managers by providing key insights into leadership progress and challenges to improve patient care. The journal aspires to inform key decision makers and those professionals with ambitions of leadership and management; it seeks to connect professionals who are engaged in similar endeavours and to provide wisdom from those working in other industries. Senior and trainee doctors, nurses and allied healthcare professionals, medical students, healthcare managers and allied leaders are invited to contribute to this publication
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