Author Affiliations: Senior Director of Nursing, Nursing Operations Management (Dr Wells), Clinical Research Assistant (Ms Zhang), Vice President of Nursing, Nursing Operations Management (Dr Spano-Szekely), Senior Director of Nursing, Department of Emergency Medicine (Dr Siller), Vice President of Mount Sinai Hospital (Ms Brannon), Director of Nursing, Education and Professional Development (Ms Schulz), Director of Nursing, Post-Anesthesia Care Unit (Ms Scott), Nurse Manager, Department of Endoscopy (Ms Dolphy), Senior Director of Nursing Cardiac Service (Ms Hughes), and Director of the Institute for Critical Care Medicine (Dr Kohli-Seth), Mount Sinai Hospital, New York.
J Nurs Adm. 2021 Feb 1;51(2):E1-E5. doi: 10.1097/NNA.0000000000000979.
To identify strategies that increase hospital bed capacity, material resources, and available nurse staffing during a national pandemic.
The COVID-19 outbreak resulted in an influx of acutely ill patients requiring critical care. The volume and acuity of this patient population increased the demand for care and stretched hospitals beyond their capacity. While increasing hospital bed capacity and material resources are crucial, healthcare systems have noted one of the greatest limitations to rapid expansion has been the number of available medical personnel, particularly those trained in emergency and critical care nursing.
Program evaluation occurred on a daily basis with hospital throughput, focusing on logistics including our ability to expand bed volume, resource utilization, and the ability to meet staffing needs.
This article describes how a quaternary care hospital in New York City prepared for the COVID-19 surge in patients by maximizing and shifting nursing resources to its most impacted services, the emergency department (ED) and the intensive care units (ICUs). A tier-based staffing model and rapid training were operationalized to address nurse-staffing shortages in the ICU and ED, identifying key factors for swift deployment.
Frequent communication between staff and leaders improves teamwork and builds trust and buy-in during normal operations and particularly in times of crisis.
确定在全国大流行期间增加医院床位容量、物资资源和可用护士人力的策略。
COVID-19 疫情导致大量需要重症监护的急性病患者涌入。这种患者人群的数量和严重程度增加了对护理的需求，使医院的能力达到极限。虽然增加医院床位容量和物资资源至关重要，但医疗系统已经注意到，快速扩张的最大限制之一是可用医务人员的数量，特别是那些接受过急诊和重症监护护理培训的人员。
每天都对医院的吞吐量进行方案评估，重点关注物流，包括我们扩大床位容量、资源利用以及满足人员需求的能力。
本文描述了纽约市一家四级保健医院如何通过最大限度地利用和转移护理资源到受影响最大的服务部门（急诊室和重症监护病房）来为 COVID-19 患者的激增做准备。实施了基于层级的人员配备模式和快速培训，以解决重症监护病房和急诊室的护士人员短缺问题，并确定了快速部署的关键因素。
在正常运营期间，特别是在危机期间，工作人员和领导之间的频繁沟通可以提高团队合作能力，并建立信任和认同。
