University Hospitals’ Post

Grady Memorial Hospital's Planned Multi-Million Dollar Upgrade News of the upgrades follow last year’s increased ICU capacity (a 52-bed intensive care expansion) at the facility The 2022 closure of WellStar Atlanta Medical Center in Old Fourth Ward left Grady Health System as home to Atlanta’s sole Level 1 trauma center 𝙁𝙪𝙣𝙙𝙨: $16m of the $46m cost include donations and private contributions covering a 3ʳᵈ of the project; the remainder funded with cash reserves 𝙐𝙥𝙜𝙧𝙖𝙙𝙚𝙨: Enhancements to the 3ʳᵈ-floor burn unit, accounting for about half of budget, include 11 short-stay beds and 2 operating rooms, expanding its vintage 1950s space Additional outlays include 28K SF 1ˢᵗ-floor lab space renovations and the hiring of over 100 new healthcare workers, including 70 full-timers, of which 44 are registered nurses Construction commences June '24, with planned completion Mid 2025 Hospital lab space dates back to the 1950s, and was expanded in the 1970s 𝘾𝙚𝙧𝙩𝙞𝙛𝙞𝙘𝙖𝙩𝙞𝙤𝙣: 𝒞𝑒𝓇𝓉𝒾𝒻𝒾𝒸𝒶𝓉𝑒 𝑜𝒻 𝒩𝑒𝑒𝒹 (CON) represents state approval for healthcare facility creation or expansion, serving as an official determination of the need for new or expanded healthcare services in Georgia The program is administered by the Georgia Department of Community Health (DCH), Office of Health Planning, aiming to avoid unnecessary duplication & maintain quality of healthcare services, while aligning capacity with regional needs Facilities requiring the certificate include new or expanding hospitals, nursing homes, ambulatory surgery centers, and existing facilities increasing bed capacity The Grady cert. is underway for its Burn Center and lab space renovations 𝙎𝙩𝙖𝙩𝙨: Grady is Metro Atlanta's 6ᵗʰ-largest hospital at 953 beds, and the state's largest provider of indigent, charity, and Centers for Medicare & Medicaid Services patient care It houses one of three burn units in Georgia, the others, Wellstar Health System - Cobb & Doctors Hospital of Augusta Grady Memorial Hospital operated at over 75% occupancy in 2021 and 2022 𝙍𝙚𝙖𝙘𝙝: The burn center serves 3,500 patients annually coming from a 3ʳᵈ of Georgia counties, as well as healthcare systems in AL, SC, TN, and NC 𝙎𝙤𝙪𝙧𝙘𝙚𝙨: https://lnkd.in/epvp-4Tf AMC Closure Announcement / 2022 Update https://lnkd.in/eG5ykhN5 Emlen Media, Inc. Story: ICU Expansion Complete https://lnkd.in/eVkBMsFx Atlanta Business Chronicle Story: Modernizing Grady https://lnkd.in/e5mZ-xgy Connect CRE Story: Grady Upgrades https://lnkd.in/eRMbvKiw GA DCH / Office of Health Planning / Certificate of Need

Ballad approves hospital expansionAs part of $160 million in capital investments in a wide range of service expansions and new technology, the Ballad Health Board of Directors has approved an inpatient expansion of Franklin Woods Community Hospital, adding 20 beds to the hospital’s capacity. The additional beds will create needed capacity for the Johnson City hospital, where demand for services has increased to near capacity. This expansion will help alleviate wait times for patients and enable physicians to serve their patients when the services are needed. “The medical staff applauds this investment by Ballad Health into the expansion of access to inpatient hospital care, which our patients will certainly benefit from,” said Dr. Grover May, the elected chief of the medical staff at Franklin Woods. “This expansion will reduce the need to hold patients in the emergency department, and it will reduce wait times for patients who want to use the great services at Franklin Woods. We are proud of the quality of care physicians and team members provide at Franklin Woods, and this expanded capacity will certainly enhance that experience.” This investment is part of record capital investment in Ballad Health’s hospitals, which in the current year, exceeds more than $160 million. Capital investments into expanded access, the latest technology and new services include: • New pediatric emergency departments and expanded pediatric care in Bristol and Kingsport, • Reopening a previously closed rural hospital in Lee County, Va., • Expanding emergency departments in Greeneville, Tenn. and Wise County, Va., • A new rehabilitation center in Norton, Va., • New daVinci surgical systems throughout the Ballad Health service area, the leading robot-assisted surgical technology, • New Ion robots in Abingdon, Va., and Johnson City, the newest technology available to diagnose lung and other types of cancer, • The introduction of Extracorporeal Membrane Oxygenation (ECMO) at Johnson City Medical Center, one of the most advanced life-saving procedures typically exclusive to only major regional academic medical centers, • The most advanced CT and cardiac diagnostic capabilities available at Holston Valley Medical Center, • The creation of the Barbara Humphrey’s Family Birth Center at Indian Path Community Hospital in Kingsport, • The largest expansion in the history of Niswonger Children’s Hospital, including the new J.D. Nicewonder Family Perinatal and Pediatric Institute and the newest NICU in Tennessee and Virginia. “The further impact of this expansion will be immeasurable,” said Stephanie Cook, registered nurse and chief nursing officer for Franklin Woods. “Crowding in hospitals, especially in emergency departments as admitted patients wait for available rooms, is a problem facing nearly every hospital in the country and we’re all trying to find solutions that enable us to meet the needs of our communities. “The new beds will make Franklin Woods better f

Here is our research paper published on Pan-African Medical Journal. Titile - Patient satisfaction with post-operative surgical services and associated factors at Addis Ababa City government tertiary hospitals´ surgical ward, cross-sectional study, 2022 Result - The overall patient satisfaction level with surgical ward service is 96.2%. - The two variables that are strongly correlated with patient satisfaction are the adequacy of the time ward nurses spent with patients during evaluation and treatment (r = 0.503, p = 0.000) and adequate nurses' response to patients' calls (r = 0.498, p = 0.000). - Patient satisfaction with nursing service has more significant effect with overall patient satisfaction than the other variables (β = 0.266, p =0.0002). Takeaways 1) Most post-operative patients are satisfied with the surgical ward service at government hospitals in Addis Ababa. 2) Nursing service matters!!! I am honered to work with amazing peoples like Kirubel Tesfaye Hailu MD, MSc, Yidnekachew Mogessie, MD, MPH, MBA, Abel alemayehu(MD) on this research. https://lnkd.in/eZ75_8cG

In areas with limited access to critical care services, the intensivist’s reach can be expanded by removing the silo of the ICU and providing care wherever the patient is located. The University of Vermont Health Network includes a tertiary care center, two community hospitals, and three critical access hospitals, and often experiences limited ICU bed availability. The community hospitals have ICU services; however, only the tertiary site has consistent staffing for many subspeciality services. The critical care transition (CCT) service was created in October 2022 to provide critical care consults for patients outside of the ICU. CCT serves the tertiary care ED and hospital wards, and provides peer-to-peer support for emergency physicians at the rural network EDs via telehealth. Dual-boarded emergency medicine/critical care medicine (EM/CCM) physicians provide the consults and offer procedural assistance within the tertiary care site. By increasing this access to critical care consults — independent of patient location — the long-term goals are to reduce short (<24-hour) ICU admissions, reduce the rates of transfer declines to the ICU due to capacity, decrease the time to evaluation by the intensivist for critically ill patients, and improve patient-centered measures of quality, such as inter-facility transfers and mortality. The authors present the pilot phase of this care delivery model in a rural setting. The initial 9 months of coverage, through August 2023, suggest improved access to ICU care, mitigation of avoidable high-cost services, and positive feedback from staff in the management of complex patients. Work is ongoing to expand and improve the ways in which critical care can be effectively delivered where and when needed. This model of a peri-ICU consult service, focused on critical care anywhere, utilized the same physicians to concurrently support patients and providers outside of an ICU in multiple health care settings. The health system has demonstrated the feasibility of implementing a creative solution to complex health care delivery challenges: https://nej.md/3EMihuB

BEWATEC's Contribution to Critical Care Recently, the National Health Commission and eight other departments jointly issued the "Opinions on Strengthening the Construction of Critical Care Medical Service Capacity," aiming to expand critical care medical resources effectively and optimize the structure and layout of medical resources. According to the guidelines, by the end of 2025, there will be 15 critical care beds per 100,000 people nationwide, with 10 convertible critical care beds per 100,000 people. Additionally, the nurse-to-bed ratio in comprehensive ICU units is targeted to reach 1:0.8, and the nurse-to-patient ratio is set at 1:3. As a key medical equipment provider, BEWATEC's A7 electric hospital bed stands out with its unique smart design, contributing significantly to enhancing nursing efficiency and ensuring patient safety. This top-tier ICU bed not only features a lateral tilting function that effortlessly reduces the workload for nursing staff but also includes a back panel material allowing for X-ray transparency. This feature enables patients to undergo X-ray examinations without leaving the bed, greatly streamlining the medical process. The A7 electric hospital bed's lateral tilting function is particularly noteworthy. Typically, repositioning critically ill patients requires the coordination of three to four nurses, a labor-intensive task that can strain the physical health of caregivers. However, this bed's tilting function can be smoothly controlled via a panel, significantly reducing the workload on nursing staff and improving overall efficiency. Furthermore, the A7 electric hospital bed is equipped with an intelligent monitoring system. Utilizing multiple sensors, it continuously collects and uploads bed and patient data to a BCS system, providing real-time monitoring and alert notifications to nurses, thus ensuring patient safety. This intelligent design not only enhances the quality of medical care but also provides precise support to healthcare professionals. "Enhancing the construction of critical care medical services is a crucial component of promoting high-quality development in healthcare and constructing a healthy China," stated a representative from BEWATEC. "We will continue to innovate and optimize our products to meet the increasing demands of hospitals at all levels and the growing non-public healthcare market, safeguarding health and life." In the future, BEWATEC remains committed to innovation and research, making greater contributions to advancing the construction of critical care medical services in the country. As an outstanding example of its products, the A7 electric hospital bed will continue to leverage its advantages in enhancing medical care efficiency and ensuring patient safety, contributing to the development of healthcare in China and beyond.#Bewatec #electricbed #hospitalbed

Physician buy in, support and accountability is key to success with the A-F bundle.

What You Need to Create an Awake and Walking ICU: Part 5 Physician Leadership When physicians are not bought-in and trained to lead their teams to master the ABCDEF Bundle, an ICU cannot become an Awake and Walking ICU. Unfortunately, I have seen MDs be a barrier. I have also seen that when physicians are determined to provide best-practices and initiate true leadership to guide and support their teams, magic happens. One physician told me that when a patient self-extubated and didn't need to be re-intubated he was sure to jump in and help the nurse understand the success of the situation. A nurse told me that her physician protected her when her RN management was about to punish her for having a patient awake. THIS is what physicians do for their teams to change practices. Listen to the podcast episodes in the comments to hear from visionary physicians who led their teams to become Awake and Walking ICUs. Physicians need: EDUCATION: We are all molded by our training and experiences. Most physicians have been trained in the "conveyor belt" approach of automatic sedation and immobility. Like other clinicians in the ICU, physicians need to understand the "why" and "how" of the ABCDEF bundle. They need training that prepares them to lead their teams to keep patients awake and mobile. ROLE CLARITY: I commonly see physicians verbally declare their support for the ABCDEF bundle but seem to perceive this initiative as an "RN/rehab thing" that they don't really need to be involved with. Physicians must understand their role in critical thinking, bedside assessment, interdisciplinary collaboration, hands-on support, leadership, orders, etc. SUPPORT: Physicians need support while learning a radically new approach to critical care medicine. They need mentorship and guidance as they learn how to troubleshoot management of sedation, delirium, and mobility during critical illness. They need expert guidance to whom they can ask questions and get ideas for these new circumstances they will face with patients being awake and mobile. A PREPARED ICU TEAM: I have witnessed physicians who are eager to have their ICUs transformed to best-practices, but then struggle to have the rest of team be bought-in and prepared to make these changes. Physicians need each discipline and member of the ICU team to have the foundational knowledge and skills to keep patients awake and mobile. If 1 physician is the only one that understands how dangerous continuous sedation is and wants their patients to benefit from early mobility but the rest of the ICU team still believes sedation is "humane, safe, and best" then the physician will never be able to lead their team. When physicians are bought-in, educated, supported, and part of a prepared team then they can truly collaborate to become an Awake and Walking ICU. Picture provided by Dr. Mikita Fuchita. His story is featured in episode 133. #delirium #earlymobility #abcdefbundle #icu #rrt

#hiring CNO Surgical Hospital - CSC Wendover Campus, Charlotte, United States, $110K, fulltime #jobs #jobseekers #careers $110K #Charlottejobs #NorthCarolinajobs #HealthcareMedical Apply: https://lnkd.in/gV77rzzC Overview:Today, SCA Health has grown to 11,000 teammates who care for 1 million patients each year and support physician specialists holistically in many aspects of patient care. Together, our teammates create value in specialty care by aligning physicians, health plans and health systems around a common goal: delivering on the quadruple aim of high-quality outcomes and a better experience for patients and providers, all at a lower total cost of care.As part of Optum, we participate in an integrated care delivery system that enables us to support our partners as they navigate a complex healthcare environment, Only SCA Health has a dynamic group of physician-driven, specialty care businesses that allows us to customize solutions, no matter the need or challenge:We connect patients to physicians in new and differentiated ways as part of Optum and with our new Specialty Management Solutions business.We have pioneered a physician-led, multi-site model of practice solutions that restores physician agency by aligning incentives to support growth and transition to value-based care.We lead the industry in value-based payment solutions through our Global 1 bundled payment convener, that provides easy predictable billing to patients.We help physicians address everything beyond surgical procedures, including anesthesia and ancillary service lines.The new SCA Health represents who we are today and where we are going-and the growing career opportunities for YOU.Accountabilities / Responsibilities:Develops and maintains systems that sustain zero harm to patients, excellent patient satisfaction results which would include implementing patient and family rounding that will provide an environment of teamwork, collaboration and patient process efficiencies.Assesses plans, evaluates, and ensures all clinical processes are implemented and patient care best practices are in place to achieve metric targets and delivery of safe patient care.Demonstrates knowledge of hospital functions, activities and interactions as related to physicians, patients, employees, and community.Demonstrates knowledge of accreditation standards and other regulationsDemonstrates knowledge of health care economics and impact on hospital servicesMaintains current knowledge on advances or conditions affecting hospital servicesDemonstrates knowledge of personnel administrationDemonstrates knowledge of management methods and responsibilitiesUnderstands, complies with, supports, explains and enforces hospital and ASC policies and proceduresMaintains professional growth and development through seminars, workshops and professional affiliations to keep abreast of latest trends in field of expertise.Abil