TY - JOUR
T1 - Pandemic Care Through Collaboration
T2 - Lessons From a COVID-19 Field Hospital
AU - Baughman, Amy W.
AU - Hirschberg, Ronald E.
AU - Lucas, Larissa J.
AU - Suarez, Elliot D.
AU - Stockmann, Deanna
AU - Hutton Johnson, Stacy
AU - Hutter, Matthew M.
AU - Murphy, Deborah J.
AU - Marsh, Regan H.
AU - Thompson, Ryan W.
AU - Boland, Giles W.
AU - Ives Erickson, Jeanette
AU - Palamara, Kerri
N1 - Publisher Copyright:
© 2020 AMDA – The Society for Post-Acute and Long-Term Care Medicine
PY - 2020/11
Y1 - 2020/11
N2 - During the surge of Coronavirus Disease 2019 (COVID-19) infections in March and April 2020, many skilled-nursing facilities in the Boston area closed to COVID-19 post-acute admissions because of infection control concerns and staffing shortages. Local government and health care leaders collaborated to establish a 1000-bed field hospital for patients with COVID-19, with 500 respite beds for the undomiciled and 500 post-acute care (PAC) beds within 9 days. The PAC hospital provided care for 394 patients over 7 weeks, from April 10 to June 2, 2020. In this report, we describe our implementation strategy, including organization structure, admissions criteria, and clinical services. Partnership with government, military, and local health care organizations was essential for logistical and medical support. In addition, dynamic workflows necessitated clear communication pathways, clinical operations expertise, and highly adaptable staff.
AB - During the surge of Coronavirus Disease 2019 (COVID-19) infections in March and April 2020, many skilled-nursing facilities in the Boston area closed to COVID-19 post-acute admissions because of infection control concerns and staffing shortages. Local government and health care leaders collaborated to establish a 1000-bed field hospital for patients with COVID-19, with 500 respite beds for the undomiciled and 500 post-acute care (PAC) beds within 9 days. The PAC hospital provided care for 394 patients over 7 weeks, from April 10 to June 2, 2020. In this report, we describe our implementation strategy, including organization structure, admissions criteria, and clinical services. Partnership with government, military, and local health care organizations was essential for logistical and medical support. In addition, dynamic workflows necessitated clear communication pathways, clinical operations expertise, and highly adaptable staff.
KW - alternative care site (ACS)
KW - Boston Hope
KW - Coronavirus (COVID-19)
KW - field hospital
KW - post-acute care
UR - https://www.scopus.com/pages/publications/85094592793
UR - https://www.scopus.com/pages/publications/85094592793#tab=citedBy
U2 - 10.1016/j.jamda.2020.09.003
DO - 10.1016/j.jamda.2020.09.003
M3 - Article
C2 - 33138938
AN - SCOPUS:85094592793
SN - 1525-8610
VL - 21
SP - 1563
EP - 1567
JO - Journal of the American Medical Directors Association
JF - Journal of the American Medical Directors Association
IS - 11
ER -