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Health crisis management in acute care hospitals = lessons learned from COVID-19 and beyond /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Health crisis management in acute care hospitals/ edited by Ridwan Shabsigh.
其他題名:	lessons learned from COVID-19 and beyond /
其他作者:	Shabsigh, Ridwan.
出版者:	Cham :Springer International Publishing : : 2022.,
面頁冊數:	xviii, 340 p. :ill., digital ;24 cm.
內容註:	Chapter 1: Background, the Hospital System, the Patient Community, and the Bronx -- Chapter 2: COVID-19 Crisis, Timeline: The Warning and the Surge -- Chapter 3: Preparation, Planning and the Command Center -- Chapter 4: Internal Medicine, Infection Control and Occupational Health Services -- Chapter 5: Critical Care -- Chapter 6: Emergency Medicine -- Chapter 7: Nursing -- Chapter 8: Clinical Nutrition and Food Services -- Chapter 9: Rehabilitation -- Chapter 10: Respiratory Therapy and Proning -- Chapter 11: Pharmacy -- Chapter 12: Laboratory -- Chapter 13: Radiology -- Chapter 14: Supply Chain, Material Management and Finance -- Chapter 15: Information Technology, Healthcare Data and Analytics and Clinical Engineering -- Chapter 16: Medical Students and The Medical School -- Chapter 17: Dynamic Decision Making and Effective Communications -- Chapter 18: Collaborative Culture and Lean Daily Management -- Chapter 19: Soft Skills, Emotional and Social Intelligence and Resilience -- Chapter 20: Recovery from Crisis.
Contained By:	Springer Nature eBook
標題:	Critical care medicine. -
電子資源:	https://doi.org/10.1007/978-3-030-95806-0
ISBN:	9783030958060

Health crisis management in acute care hospitals = lessons learned from COVID-19 and beyond /
Health crisis management in acute care hospitalslessons learned from COVID-19 and beyond /[electronic resource] :edited by Ridwan Shabsigh. - Cham :Springer International Publishing :2022. - xviii, 340 p. :ill., digital ;24 cm.

Chapter 1: Background, the Hospital System, the Patient Community, and the Bronx -- Chapter 2: COVID-19 Crisis, Timeline: The Warning and the Surge -- Chapter 3: Preparation, Planning and the Command Center -- Chapter 4: Internal Medicine, Infection Control and Occupational Health Services -- Chapter 5: Critical Care -- Chapter 6: Emergency Medicine -- Chapter 7: Nursing -- Chapter 8: Clinical Nutrition and Food Services -- Chapter 9: Rehabilitation -- Chapter 10: Respiratory Therapy and Proning -- Chapter 11: Pharmacy -- Chapter 12: Laboratory -- Chapter 13: Radiology -- Chapter 14: Supply Chain, Material Management and Finance -- Chapter 15: Information Technology, Healthcare Data and Analytics and Clinical Engineering -- Chapter 16: Medical Students and The Medical School -- Chapter 17: Dynamic Decision Making and Effective Communications -- Chapter 18: Collaborative Culture and Lean Daily Management -- Chapter 19: Soft Skills, Emotional and Social Intelligence and Resilience -- Chapter 20: Recovery from Crisis.

In the USA, the COVID-19 crisis came as an unpleasant surprise and a shock to many healthcare systems and hospitals, especially in the crisis epicenter, New York City. The Bronx was one of the hardest hit boroughs of New York City, with significant negative impact of the COVID-19 pandemic on its indigent population. SBH Health System (formerly known as St. Barnabas Hospital) is an integrated system of an acute care hospital, ambulatory care center, trauma center, dialysis center, stroke center and other services and facilities, serving the community of the Bronx. The story of SBH in preparing for and managing the rapidly escalating surge of severely ill patients is a treasure of lessons in health crisis preparedness and management at all levels: clinical, administrative, financial, etc. These lessons can be used for other acute care hospital settings and other potential health crises that may arise in the future. Within a short 3 weeks, SBH increased its in-patient capacity by 50%. However, during the same short time, it increased its critical care capacity by over 500%, providing critical care to severely ill patients on ventilators. This book chronicles the situation step by step and describes how this accomplishment was done. Accounts from the frontline health workers and from the clinical and administrative leaders describe important aspects of crisis management, such as team building, multi-departmental coordination, effective communications, dynamic decision-making in response to rapidly changing situations, keeping up the morale and caring for the healthcare workers and managing the supply chain. The uniqueness of the experience of SBH is enhanced by the fact that SBH is a low budget "safety net" hospital serving the poorest population in New York City. The worldwide trend is toward tighter healthcare budgets with demands for higher efficiency and productivity. There is a lot to be learned from the SBH health crisis management, including how efficient management, team building, management of limited resources and collaborative workplace culture make the foundation of success in the face of the crisis of the century. This unique text serves as a "how to" guide for implementing skills necessary for crisis management. Lessons from the success of SBH in tackling the dramatically fast unfolding crisis are utilized in a clear and concise manner. Such lessons may benefit other health systems and hospitals in planning and preparing for similar crises.

ISBN: 9783030958060

Standard No.: 10.1007/978-3-030-95806-0doiSubjects--Topical Terms:

833067
Critical care medicine.

LC Class. No.: RC112 / .H43 2022

Dewey Class. No.: 616.028

Health crisis management in acute care hospitals = lessons learned from COVID-19 and beyond /
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520 $a In the USA, the COVID-19 crisis came as an unpleasant surprise and a shock to many healthcare systems and hospitals, especially in the crisis epicenter, New York City. The Bronx was one of the hardest hit boroughs of New York City, with significant negative impact of the COVID-19 pandemic on its indigent population. SBH Health System (formerly known as St. Barnabas Hospital) is an integrated system of an acute care hospital, ambulatory care center, trauma center, dialysis center, stroke center and other services and facilities, serving the community of the Bronx. The story of SBH in preparing for and managing the rapidly escalating surge of severely ill patients is a treasure of lessons in health crisis preparedness and management at all levels: clinical, administrative, financial, etc. These lessons can be used for other acute care hospital settings and other potential health crises that may arise in the future. Within a short 3 weeks, SBH increased its in-patient capacity by 50%. However, during the same short time, it increased its critical care capacity by over 500%, providing critical care to severely ill patients on ventilators. This book chronicles the situation step by step and describes how this accomplishment was done. Accounts from the frontline health workers and from the clinical and administrative leaders describe important aspects of crisis management, such as team building, multi-departmental coordination, effective communications, dynamic decision-making in response to rapidly changing situations, keeping up the morale and caring for the healthcare workers and managing the supply chain. The uniqueness of the experience of SBH is enhanced by the fact that SBH is a low budget "safety net" hospital serving the poorest population in New York City. The worldwide trend is toward tighter healthcare budgets with demands for higher efficiency and productivity. There is a lot to be learned from the SBH health crisis management, including how efficient management, team building, management of limited resources and collaborative workplace culture make the foundation of success in the face of the crisis of the century. This unique text serves as a "how to" guide for implementing skills necessary for crisis management. Lessons from the success of SBH in tackling the dramatically fast unfolding crisis are utilized in a clear and concise manner. Such lessons may benefit other health systems and hospitals in planning and preparing for similar crises.
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