COVID-19: Organizational Preparedness and Capacity Planning

COVID-19: Organizational Preparedness and Capacity Planning / en Fri, 25 Apr 2025 21:25:00 -0500 Tue, 10 Dec 24 15:05:30 -0600 Certain PREP Act liability protections for COVID-19 countermeasures extended through 2029 /news/headline/2024-12-10-certain-prep-act-liability-protections-covid-19-countermeasures-extended-through-2029 The Department of Health and Human Services Dec. 10 <a href="https://www.federalregister.gov/public-inspection/2024-29108/declaration-under-the-public-readiness-and-emergency-preparedness-act-for-medical-countermeasures">amended</a> the Public Readiness and Emergency Preparedness Act declaration for COVID-19, extending liability protections for certain COVID-19 countermeasure activities through 2029. Among other changes, the protections apply to all medical countermeasure activities provided through a federal agreement, as well as to pharmacists, pharmacy interns and pharmacy technicians who administer COVID-19 and seasonal flu vaccines and COVID-19 tests. These protections apply regardless of a federal agreement or emergency declaration. Tue, 10 Dec 2024 15:05:30 -0600 COVID-19: Organizational Preparedness and Capacity Planning HHS extends certain PREP Act liability protections beyond COVID-19 public health emergency /news/headline/2023-05-11-hhs-extends-certain-prep-act-liability-protections-beyond-covid-19-public-health-emergency The Department of Health and Human Services May 11&nbsp;<a href="https://aspr.hhs.gov/legal/PREPact/Pages/default.aspx">amended</a> its Public Readiness and Emergency Preparedness Act declaration for COVID-19 to extend liability protections for certain COVID-19 countermeasure activities beyond the May 11 end of the public health emergency. Under the <a href="/news/headline/2023-04-14-hhs-extend-certain-prep-act-liability-protections-beyond-covid-19-public-health-emergency">amendment</a>, planned since April, PREP Act liability immunity will apply through 2024 to all COVID-19 medical countermeasure activities provided through a federal agreement; and to pharmacists, pharmacy interns and pharmacy technicians who administer COVID-19 and seasonal flu vaccines and COVID-19 tests, regardless of a federal agreement or emergency declaration, among other changes. Thu, 11 May 2023 15:06:50 -0500 COVID-19: Organizational Preparedness and Capacity Planning AHA shares PAHPA reauthorization recommendations with Senate panel /news/headline/2023-03-30-aha-shares-pahpa-reauthorization-recommendations-senate-panel Responding yesterday to a Senate Health, Education, Labor and Pensions Committee request for input on reauthorization of the Pandemic and All-Hazards Preparedness Act, AHA recommended actions to update the federal organizational structure and approach to data collection; strengthen the medical supply chain, Strategic National Stockpile and health care cybersecurity; and increase funding for the Hospital Preparedness Program, including additional dedicated, direct-to-hospital funding that will supplement, and not supplant, current HPP investments. “The recent decision to sunset the COVID-19 [public health emergency] declaration on May 11 is a testament to the progress we have made,” AHA <a href="/lettercomment/2023-03-29-aha-comments-reauthorization-pandemic-and-all-hazards-preparedness-act-pahpa" target="_blank">wrote</a>. “However, during this transition, it is critical that we commit to building on the lessons learned and the advancements in care delivery and access made during the PHE.” AHA recently shared similar <a href="/news/headline/2023-03-14-aha-responds-congressional-rfi-reauthorizing-preparedness-programs" target="_blank">recommendations</a>&nbsp;with the House Energy and Commerce Committee. Thu, 30 Mar 2023 14:54:26 -0500 COVID-19: Organizational Preparedness and Capacity Planning AHA Comments on the RFI on the Reauthorization of the Pandemic and All-Hazards Preparedness Act /lettercomment/2023-03-14-aha-comments-request-information-rfi-reauthorization-pandemic-and-all-hazards-preparedness-act March 13, 2023 &nbsp; <table border="0" cellpadding="1" cellspacing="1"> <tbody> <tr> <td>The Honorable Richard Hudson Committee on Energy and Commerce U.S. House of Representatives Washington, DC 20515</td> <td>The Honorable Anna G. Eshoo Committee on Energy and Commerce U.S. House of Representatives Washington, DC 20515</td> </tr> </tbody> </table> Dear Representatives Hudson and Eshoo: On behalf of our nearly 5,000 member hospitals, health systems and other health care organizations, and our clinician partners — including more than 270,000 affiliated physicians, 2 million nurses and other caregivers — and the 43,000 health care leaders who belong to our professional membership groups, the �� Association (AHA) appreciates the opportunity to comment on the Request for Information (RFI) on the reauthorization of the Pandemic and All-Hazards Preparedness Act (PAHPA). Reauthorizing PAHPA is an opportunity to improve our nation’s preparedness and response capabilities and capacities, as well as to ensure that the nation’s preparedness programs are properly funded, sustained and improved. Although the nation’s hospitals and health systems have always played a critical role in responding to all types of disasters and public health emergencies (PHEs), the COVID-19 pandemic has tested our nation more than any crisis in the past 75 years. Indeed, the health care system, with America’s hospitals and health systems at the center, met the challenges posed by the pandemic and saved countless lives with skill, compassion and often great personal sacrifice on the part of the health care workforce. The recent decision to sunset the COVID-19 PHE declaration is a testament to the progress we have made. However, during this transition, it is critical that we commit to building on the lessons learned and the advancements in care delivery and access made during the PHE. While we recognize that this RFI is only the first step in a longer process to reauthorize PAHPA, the AHA is pleased to share our initial recommendations for creating a more effective and stable health care system. Specifically, we urge Congress to, among other actions: <ul> <li>Authorize PAHPA’s Hospital Preparedness Program (HPP) at a significantly increased level, including additional dedicated, direct-to-hospital- funding that will supplement current investments and allow hospitals and hospital associations, such as academic medical centers, be the HPP recipient for their jurisdictions;</li> <li>Use the PAHPA reauthorization to strengthen the Strategic National Stockpile (SNS); </li> <li>Require the federal government to collaborate with a range of stakeholders to build out a national data infrastructure capable of efficiently sharing important public health information among providers and federal and state agencies; and</li> <li>Require the Administration to make critical updates to the Department of Health and Human Services’ emergency preparedness playbook.</li> </ul> More details on our recommendations for these and other issues follow. Tue, 14 Mar 2023 10:56:31 -0500 COVID-19: Organizational Preparedness and Capacity Planning Article Spotlights Distribution of COVID-19 Provider Relief Funds to Hospitals <div class="container"> <div class="row"> <div class="col-md-8"> The Wall Street Journal today published an <a href="https://www.wsj.com/articles/billions-in-covid-aid-went-to-hospitals-that-didnt-need-it-11670164570" target="_blank" title>article</a> examining the federal government’s distribution of COVID-19 emergency funding to hospitals through the Provider Relief Fund (PRF). The article discusses a number of aspects of the PRF distribution, including the initial formula the Department of Health and Human Services used at the beginning of the pandemic to disburse the funds, and how hospitals used the funds. <h2>AHA Take</h2> The AHA believes that the article misses the mark in a number of areas and has sent a letter to the editor of the Wall Street Journal in response. Among other areas, the article: <ul> <li>Fails to adequately acknowledge the urgency to get initial funding to hospitals as they were overrun with COVID-19 patients and many were required to stop providing non-emergent care at the beginning of the pandemic. These resources were a critical lifeline during an uncertain time when virtually all revenues necessary to keep our doors open were shut down by government action.</li> <li>Tries to draw comparisons between the number of COVID-19 deaths in a community and the amount of PRF funds received. Under the law, the number of COVID-19 deaths in a community did not have anything to do with the distribution of funds, and would have been an unworkable metric at the beginning of the pandemic.</li> <li>Fails to highlight how under the law any funds not used for COVID-19 expenses and lost revenue must be returned to the government.</li> </ul> Importantly, the piece does not recognize the financial distress the nation’s hospitals and health systems are facing today after three years of COVID-19 and inflationary pressures on workforce, supplies and equipment required to take care of patients. <h2>What You Can Do</h2> <ul> <li>Please share this Advisory with your leadership, government relations and communications teams.</li> <li>Review the updated <a href="/system/files/media/file/2022/12/Talking-Points-on-Provider-Relief-Fund.pdf">talking points</a> that can assist you in responding to questions about the PRF.</li> <li>Prepare to tell how your hospital or health system used the COVID-19 PRF money to prevent, prepare for, and respond to COVID-19, including by setting up alternative care sites, procuring testing, administering vaccines and supporting their workforce. &nbsp; </li> </ul> <h2>Further Questions</h2> If you have further questions, please contact Colin Milligan, AHA senior director of media relations, at <a href="mailtocmilligan@aha.org">cmilligan@aha.org</a> or <a href="1-202-638-5491">202-638-5491</a>. </div> <div class="col-md-4"> <a href="/system/files/media/file/2022/12/Member-Advisory-Article-Spotlights-Distribution-of-COVID-19-Provider-Relief-Funds-to-Hospitals.pdf" target="_blank" title="Click here to download the Member Advisory: Article Spotlights Distribution of COVID-19 Provider Relief Funds to Hospitals PDF."><img alt="Member Advisory: Article Spotlights Distribution of COVID-19 Provider Relief Funds to Hospitals page 1." data-entity-type="file" data-entity-uuid="e1d18b1c-662f-4286-b4a2-9d89962450a3" src="/sites/default/files/inline-images/Page-1-Member-Advisory-Article-Spotlights-Distribution-of-COVID-19-Provider-Relief-Funds-to-Hospitals.png" width="695" height="900"></a> </div> </div> </div> Mon, 05 Dec 2022 17:11:19 -0600 COVID-19: Organizational Preparedness and Capacity Planning What COVID-19 Continues to Teach Us about Hospital Culture /news/healthcareinnovation-thursday-blog/2022-08-11-what-covid-19-continues-teach-us-about-hospital <img alt="#healthcareinnovation Thursday" src="/sites/default/files/2019-11/innovation-blog-banner-900.jpg" /> Situated in the heart of Westchester County and just outside of New York City, White Plains Hospital was among the first hospitals in New York to face the COVID-19 pandemic during the early days of 2020, back when there were many unknowns. I will never forget the first case and how quickly the numbers multiplied — seemingly doubling each day early in the pandemic. The overhead rapid response codes blared at a frequency never heard before, and there was an intensity during those first few weeks that was overwhelming. <blockquote> <h4>As we reflect on what has helped those on the front line persevere, we come away with lessons learned about the importance of a strong culture of teamwork, support and encouragement throughout our organization to achieve the best outcomes.</h4> </blockquote> In time, however, we all have learned to adapt. As treatments continue to be developed and we understand more about the virus, the fear of the unknown diminishes and COVID-19 becomes our new normal. Many times, we think the end of this pandemic is here, and then a new variant appears or a new spike occurs. With each wave comes a new challenge, but our team is prepared and repeatedly steps up to care for our community. Health care workers deservedly have been recognized for their heroic efforts throughout this pandemic, but it’s not over yet. As we reflect on what has helped those on the front line persevere, we come away with lessons learned about the importance of a strong culture of teamwork, support and encouragement throughout our organization to achieve the best outcomes. Here are a few lessons. <h2>Recognize the Value of the Team</h2> Health care workers are selfless by nature, normalizing things that many people cannot. But they are human too. And what we have seen is that when things are at their worst, it is the bond with colleagues and support from others that help health care professionals get through the tough days. This camaraderie begins by developing a culture of teamwork and trust throughout the organization. Hospital staff will do incredible things if they know that they can count on each other, especially when times are their toughest. There are many ways to accomplish this. We have found success in our recently reengaged Rewards and Recognition Committee, which focuses on the work of teams, units and departments in achieving goals. These groups are recognized in an award ceremony attended by colleagues and senior leaders and celebrated in an email to staff and on social media. This small gesture builds pride with our teams and importantly helps to reinforce the idea that we rely on each other for our success and by working collaboratively we can achieve our goals. <h2>Reinforce the Positive</h2> During the height of the pandemic, the reality was that while many lives were lost, we saved many more. We wanted to emphasize to our staff how many people have returned home to their loved ones due to their efforts. To help people visualize the impact they were making, we adopted the butterfly as a symbol of hope. Each COVID-19 patient who was discharged in 2020 received a paper butterfly with a number. Hundreds of butterflies lined the main hallway that staff walk through each day, serving as a powerful reminder of their dedication and effort. Staff rallied behind the idea, taking videos of patients holding their butterflies as they left the hospital and taking a moment to celebrate the win. We now have installed a butterfly garden outside the hospital with plants that attract butterflies and a large stone with a plaque dedicated to the efforts of our teams. It acts as a quiet place for our staff to sit and reflect on those lives they have saved as well as those they could not. In addition, to keep morale high — especially during the first year of the pandemic — hospital leadership sent out nearly 100 emails to staff, including a campaign from the CEO called “Everyday Heroes,” recognizing departments across the hospital for their unique contributions to their efforts at saving lives. Each Everyday Heroes story and photo was posted on social media. <h2>Never Underestimate the Power of Community</h2> Throughout the pandemic, the community has been eager to do what they can to support our efforts, especially early on when many were asked to shelter in place. Local celebrities have sent inspirational messages, and a parade of cars came each week for a Thursday night shout-out to cheer on our heroes. Hundreds of children have sent us heartwarming cards and notes that lined another busy hallway for staff to see. A volunteer group even spearheaded an initiative selling 1,300 signs with motivational messages — like “Stay Strong” and “We Love You” — which lined lawns across the county so our employees could see them as they drove to and from work. That groundswell of support reinforced what we had known, but the lesson was amplified during the pandemic: While it is our role to care for our community, they want to care for us as well. Our community organizations are trusted resources throughout Westchester County and valuable partners in helping to communicate, influence and inspire others to act. These partners have been essential in working with us during this time of crisis to bring key constituents together and provide us with critical insights about the needs of our community members. For example, knowing that a certain subset of community members did not have access to transportation to get a COVID-19 vaccine spurred us to create pop-up vaccination sites in areas of need. In addition, learning about vaccination hesitancy from various community groups resulted in a targeted educational effort from our physicians, in partnership with community leaders, to listen to concerns and relay important factual information. As health equity remains a priority, partnering with those trusted community groups is essential to developing impactful programs to identify real needs and continue to optimize the health of our communities. Dawn French is senior vice president for marketing and community outreach at White Plains (N.Y.) Hospital. White Plains Hospital is featured in the AHA Living Learning Network’s second pandemic reflection book, <a href="/center/living-learning-network/pandemic-resiliency-and-community">The Pandemic: Responding with Resilience and Service to Community</a>. Thu, 11 Aug 2022 10:59:12 -0500 COVID-19: Organizational Preparedness and Capacity Planning Letter to HHS on Post PHE 96 Hour Rule Enforcement /lettercomment/2022-07-21-letter-SSH-Post-PHE-96-Hour-Rule-Enforcement <div class="container"> <div class="row"> <div class="col-md-8"> July 21, 2022 The Honorable Xavier Becerra Secretary Department of Health and Human Services 200 Independence Ave SW Washington, DC 20201 </div> <div class="col-md-4"> <div class="external-link spacer"><a class="btn btn-wide btn-primary" href="/system/files/media/file/2022/07/Letter-to-HHS-on-Post-PHE-96-Hour-Rule-Enforcement.pdf" target="_blank">Download the Letter PDF</a></div> </div> </div> <div class="row"> <div class="col-md-8"> Dear Secretary Becerra: We write to share our concerns about Critical Access Hospitals’ (CAHs) ability to continue providing high quality care to rural Americans after the COVID-19 Public Health Emergency (PHE) expires. While many PHE flexibilities helped CAHs weather the impacts of the pandemic, waiving and deprioritizing enforcement of the 96-hour rule has brought certainty to CAH operations, both before and during the pandemic. The 96-hour rule<a href="#fn1">1</a> was established through the Balanced Budget Act of 1997 (P.L. 105-33) and requires CAHs to certify inpatients will be discharged or transferred to another hospital within 96 hours of admission. A related condition of participation<a href="#fn2">2</a> also requires hospitals to ensure inpatient stays remain below 96 hours, but only on an annual average basis. While both conditions remain codified, enforcement of the condition of payment was deprioritized by the Department of Health and Human Services (HHS) in 2018 due to the financial burden it posed to CAHs, and in 2020 HHS waived the condition of participation as part of its response to the COVID pandemic. Enforcement of the 96-hour condition of payment was particularly problematic for CAHs in the past, resulting in CAHs either refusing care, forgoing payment, or being forced into an unnecessary and expensive transfer of a patient to a larger facility. The situation became significantly more problematic during the pandemic when large numbers of patients faced long hospital stays for COVID symptoms. In fact, a recently published study analyzing the hospital stays of COVID patients found the median length of stay in hospital for a COVID patient was six days, and a COVID patient admitted to the ICU spent a median five days just in intensive care.<a href="#fn3">3</a> Had these conditions of payment been in place, it would have essentially precluded any CAH from treating COVID patients, which would have had catastrophic consequences on an already stressed health care system. Even after the PHE formally ends, COVID and other respiratory diseases are likely to cause some patients to need hospitalizations lasting longer than 96 hours. These and other patients who can safely and effectively be treated in their local hospital deserve the option of receiving care closer to their homes, families, and usual doctors. CAHs remain a vital source of care in many rural communities, and reinstatement of the 96-hour rule would unnecessarily take decisions about a patient’s care away from the patient and their physician. While the 96-hour conditions for participation or payment have not been enforced in the last several years, the eventual and necessary end of the PHE raises concerns that one or both elements could be prioritized for enforcement. As such, we are writing to ask you to clarify the administration’s future enforcement plans regarding the 96-hour rule. Please provide answers to the following questions, in writing, by September 9, 2022. <ol> <li id="fn1">Upon termination of the COVID-19 PHE, do you intend to reinstate enforcement of the 96-hour conditions of participation or payment?</li> <li id="fn2">What rationale was employed in determining whether the condition(s) would be enforced following the PHE?</li> <li id="fn3">If either condition will be enforced after the end of the PHE, will there be a grace or phase-in period before penalties will be applied to CAHs that fail to meet the condition(s)?</li> <li>What impact do you believe enforcement would have on the outcomes of patients hospitalized for treatment of COVID-19, pneumonia, and other acute respiratory infections?</li> <li>Do you support legislative efforts to repeal either or both of the 96-hour conditions?</li> </ol> We appreciate your attention and look forward to working with you to ensure CAHs continue to provide high quality health care to rural Americans across the country. Sincerely, <div class="row"> <div class="col-md-6"> Adrian Smith Member of Congress Markwayne Mullin Member of Congress Tom O'Halleran Member of Congress Mike Bost Member of Congress Tracey Mann Member of Congress Derek Kilmer Member of Congress David B. McKinley Member of Congress Mike Johnson Member of Congress Carol D. Miller Member of Congress Kim Schrier, M.D. Member of Congress Jake LaTurner Member of Congress Ron Kind Member of Congress Mike Gallagher Member of Congress </div> <div class="col-md-6"> Terri A. Sewell Member of Congress Earl L. "Buddy" Carter Member of Congress Elise M. Stefanik Member of Congress Kelly Armstrong Member of Congress Dan Newhouse Member of Congress Mariannette Miller-Meeks, M.D. Member of Congress Jackie Walorski Member of Congress Jason Smith Member of Congress Ann McLane Kuster Member of Congress Darin LaHood Member of Congress Michelle Fischbach Member of Congress Tom Emmer Member of Congress </div> </div> <hr /> <ol> <li id="fn1">42 USC 1395f(a)(8)</li> <li id="fn2">42 CFR § 485.620(b)</li> <li id="fn3">Ohsfeldt, R.L., Choong, C.KC., Mc Collam, P.L. et al. Inpatient Hospital Costs for COVID-19 Patients in the United States. AdvTher 38, 5557–5595 (2021).</li> </ol> </div> </div> </div> Fri, 22 Jul 2022 14:19:01 -0500 COVID-19: Organizational Preparedness and Capacity Planning Digging into the Reasons for Puerto Rico’s Successful COVID-19 Response /news/blog/2022-07-22-digging-reasons-puerto-ricos-successful-covid-19-response In June, we traveled to Fajardo, Puerto Rico to attend the annual convention for the territory’s College of Health Services Administrators, known as CASS. After our keynote presentation on how administrators and clinicians can convene to improve value for the patients and communities they serve, we had the opportunity to sit down with a group of health care leaders from around the island to discuss their experiences during the pandemic. With over 95% of the population receiving at least one dose of the vaccine – and nearly 84% fully vaccinated – we were interested in learning how Puerto Rico had been so successful at mitigating the impact of the COVID-19 pandemic. Over the course of a wide-ranging conversation, five themes arose that shed light onto their success. <ol> <li>Vaccines and masks were not politicized. Puerto Ricans quickly recognized the ticket to returning to normal life was to wear a mask and get a COVID-19 vaccine. When vaccines became available, a vast majority of health care professionals quickly got vaccinated, which instilled a sense of trust. All of this was accomplished without politicizing the issue. Even now, people continue to voluntarily mask in public places.</li> <li>Community stakeholders were engaged from the start. Puerto Rico took a community-based approach to mitigating the impact of COVID-19 by engaging diverse stakeholders in the health care ecosystem and beyond. Building on their experience from past pandemics and vaccination efforts, local primary health centers and federally-qualified health clinics engaged their communities and used community health workers to augment their efforts. Public and private sectors worked together toward a shared goal – keeping their communities safe and healthy.</li> <li>Health care administrators approached the COVID-19 pandemic with a public health mindset. Unlike on the mainland, all health care administrators in Puerto Rico are trained in public health and receive certification to run health care facilities. This training enabled them to design their strategy with a communal mindset and focus on prevention.</li> <li>Puerto Rico did more with limited resources. During the pandemic, Puerto Rico received equal health care funding from the U.S. government for the first time. Such equality is not historically the case and as a result, Puerto Rican health care leaders are well-accustomed to doing more with less. With a payment rate of 99% from the Centers for Medicare &amp; Medicaid Services for the COVID-19 vaccines, leaders were able to launch a robust response and make the most of the resources they have. As one health care leader put it, “When you treat us the same way you treat all the states, we deliver.”</li> <li>The government was consistent in its messaging. From the beginning of the pandemic, Puerto Rico’s government was open and consistent in its messaging about the virus. They used data to make informed decisions and communicated the reasons behind any changes in regulations. Throughout, their messaging revolved around the idea that masking and getting vaccinated was to protect your family and loved ones.</li> </ol> We left Puerto Rico inspired by how these health care leaders made the most of a situation that has challenged all of us. There is certainly a lot we can learn from how Puerto Ricans have united their community to keep one another safe during this ongoing pandemic. We look forward to more opportunities to learn from one another about how to address our nation’s pressing health issues. Please visit <a href="/vaccineconfidence">www.aha.org/vaccineconfidence</a> to explore AHA resources on COVID-19 vaccine distribution. Priya Bathija, J.D., MHSA, is vice president of strategic initiatives at the �� Association, where she oversees The Value Initiative and efforts related to maternal and child health and the societal factors that influence health. Julia Resnick, MPH, serves as AHA’s director of strategic initiatives. Fri, 22 Jul 2022 11:22:37 -0500 COVID-19: Organizational Preparedness and Capacity Planning Amicus Brief in 6th Circuit Case on PREP Act Immunity  /amicus-brief/2022-06-08-amicus-brief-6th-circuit-case-prep-act-immunity h1 { padding-bottom: 0.4em; } UNITED STATES COURT OF APPEALS FOR THE SIXTH CIRCUIT <hr class="text-align-center" /> LAURA HUDAK, Executrix of the Estate of William P. Koballa, deceased, Plaintiff-Appellee, v. ELMCROFT OF SAGAMORE HILLS; ELMCROFT BY ECLIPSE SENIOR LIVING; ECLIPSE SENIOR LIVING, INC.; ECLIPSE PORTFOLIO OPERATIONS, LLC; ECLIPSE PORTFOLIO OPERATIONS II, LLC; JAMIE ASHLEY COHEN, Defendants-Appellants, and AL SAGAMORE HILLS OPERATIONS, LLC; SENIOR CARE OPERATIONS HOLDINGS, LLC, Defendants. <hr class="text-align-center" /> On Appeal from the United States District Court for the Northern District of Ohio, No. 5:21-cv-00060, Hon. Sara E. Lioi, U.S. District Judge <hr class="text-align-center" /> &nbsp; BRIEF FOR THE CHAMBER OF COMMERCE OF THE UNITED STATES OF AMERICA, OHIO CHAMBER OF COMMERCE, AMERICAN HOSPITAL ASSOCIATION, AMERICAN MEDICAL ASSOCIATION, AND OHIO STATE MEDICAL ASSOCIATION AS AMICI CURIAE IN SUPPORT OF APPELLANTS <hr class="text-align-center" /> <table align="left" border="0" cellpadding="1" cellspacing="1"> <tbody> <tr> <td>Jennifer B. Dickey Tyler S. Badgley U.S. CHAMBER LITIGATION CENTER 1615 H Street NW Washington, DC 20062 &nbsp; Counsel for the Chamber of Commerce of the United States of America</td> <td>Jeffrey S. Bucholtz Alexander Kazam KING &amp; SPALDING LLP 1700 Pennsylvania Avenue NW Washington, DC 20006 (202) 737-0500 jbucholtz@kslaw.com &nbsp; Counsel for the Chamber of Commerce of the United States of America, Ohio Chamber of Commerce, and �� Association</td> </tr> <tr> <td> Kyle A. Palazzolo AMERICAN MEDICAL ASSOCIATION Office of General Counsel 330 N. Wabash Avenue Chicago, IL 60611 &nbsp; Counsel for American Medical Association and Ohio State Medical Association &nbsp; Chad Golder AMERICAN HOSPITAL ASSOCIATION 800 10th Street NW Two CityCenter, Suite 400 Washington, DC 20001 &nbsp; Counsel for �� Association &nbsp; </td> <td>Geoffrey M. Drake KING &amp; SPALDING LLP 1180 Peachtree Street NE Atlanta, GA 30309 (404) 572-4600 gdrake@kslaw.com &nbsp; Counsel for the Chamber of Commerce of the United States of America, Ohio Chamber of Commerce, and American Hospital Association</td> </tr> </tbody> </table> &nbsp; Wed, 08 Jun 2022 12:44:11 -0500 COVID-19: Organizational Preparedness and Capacity Planning Virginia Hospital’s COVID-19 Triage Model May Pay Dividends Even after the Pandemic /aha-center-health-innovation-market-scan/2022-05-24-virginia-hospitals-covid-19-triage-model-may <div class="container"> <div class="row"> <div class="col-md-8"> <img alt="Virginia Hospital’s COVID-19 Triage Model May Pay Dividends Even after the Pandemic. Clinicians treating COVID-19 patients don personal protective equipment (PPE) before treating patients." data-entity-type="file" data-entity-uuid="6d9ef862-8913-4c3e-bc77-df14df398e51" src="/sites/default/files/inline-images/Virginia-Hospitals-COVID-19-Triage-Model-May-Pay-Dividends-Even-After-the-Pandemic.jpg" width="620" height="381"> Efficiently managing emergency department (ED) patient flow, personnel and discharged patients can be difficult in any conditions, but the pandemic presented its own set of challenges. Virginia-based <a href="https://www.inova.org/locations/inova-fairfax-medical-campus" target="_blank" title="Inova: Inova Fairfax Medical Campus">Inova Fairfax Hospital</a> developed an innovative approach to address these issues by implementing what it calls Provider-Only Patient (POP) protocols for patients suspected of having COVID-19, notes a recent <a href="https://catalyst.nejm.org/doi/full/10.1056/CAT.22.0046" target="_blank" title="NEJM Catalyst: Provider-Only Patients: A Novel Approach to ED Volume Surge and Covid-19">NEJM Catalyst report</a>. The hospital developed a designated area in the ED where low-acuity patients were seen and discharged directly by physicians or advanced practice providers. POP protocols were followed for patients 21-64 years old suspected of having COVID-19 who had an emergency severity index score of 4 or 5 on a scale of 1 to 5, with 1 being the most urgent. Patients entering the ED initially were triaged by a nurse or physician to determine POP status. Those who exhibited signs of hemodynamic instability (e.g., hypo- or hypertension), had room air oxygen saturation below 96%, were pregnant, had difficulty ambulating or who had inadequate social support were not included in the POP patient queue. Inova studied the results of the program for a 46-day period between Dec. 1, 2021, and Jan. 15., 2022, and found some interesting results. POP patients spent significantly less time in the ED than non-POP patients and none of the 640 POP patients returned to the hospital for admission within 72 hours. The study’s authors also reported that the POP triage and delivery process saved nearly 1,900 hours of nursing and 705 hours of provider time during the 46-day study period. </div> <div class="col-md-4"> <a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img alt="AHA Center for Health Innovation logo" data-entity- data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" type="file" class="align-center"></a> <a href="/center/form/innovation-subscription"><img alt data-entity-type data-entity-uuid src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png"></a></div> </div> </div> .field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } Tue, 24 May 2022 06:15:00 -0500 COVID-19: Organizational Preparedness and Capacity Planning