New York City hospitals were not unexpectedly prepared for last year’s nightmare rise in COVID-19 patients due to a lack of planning for the city, state and own facilities – especially when it came to deciding who was alive. Who was and who died, according to a new report good.
When precious resources such as ventilators and oxygen cylinders had to be rationed, medical staff sometimes decided on the spot who they could save and who they could not – and there is no similar plan from the government or administrators as to how Go ahead, The report says Prepared by the Johns Hopkins Center for Health Security.
Reportedly, “hospitals were overwhelmed” at the height of COVID-19 from April to June.
Very often, EMS employees ran into an emergency room with a patient they were struggling to resuscitate, only to have the ER staff immediately declare that patient dead.
“For example,” the report said of such examples, “and is a source of distress for paramedics and EMS personnel.”
But the situation was made worse by the lack of “crisis standards of care” plans from hospitals, the city or the state, imagining how to lower the normal standard of care to help the worst patients in the worst of circumstances needed.
“Participants believed that hospitals, hospital systems, city and state leaders
A crisis was afraid of being in a state of standards; Therefore, CSC schemes and
Other related documents were not widely disseminated to frontline employees, ”the report states.
In hospitals, officials discussed the poignant topic – the necessary rationing of care and equipment – in the privacy and fear, the report said.
The report states that a “culture of privacy” about the severity of the crisis extends from Albany to City Hall to the hospital boardroom.
“In particular, there was disagreement on the interpretation of what a patient should be resuscitated as,” what were the criteria to determine.
“In part, the secrecy reflected fears of scrutiny by regulators,” the report said.
“There was widespread concern that complaints by patients or their families by city or state officials would indicate surveys’ (compliance checks) that would find deviations from commonly accepted practice and standards.”
“Economic penalties for such violations can be very harsh.”
The report said some hospitals found themselves scorched with patients when they were hurt last spring, while others had empty beds.
The report said that with PPE gear in short supply, “disease was a very big challenge among health workers”.
“One participant mentioned that a third of faculty and residents became infected and were ill during the hike.”
Sometimes temporary personnel with inadequate training were placed on “backfill” in COVID-19 wards, and had to ration resources such as ventilators and protective gear.
With staff in oxygen tanks, ventilators, basic safety equipment and short supplies, health workers were “forced to adjust the way care is provided to do the best for the greatest number of patients.”
The report said the impact of these tensions on the wellbeing of employees was “profound and lasting”.
The report concluded, “Hospital staff are still suffering the deep emotional effects of the initial boom and are having ‘hard times’.”
One participant wrote: “I look at my colleagues; They are not the same people as they were before. “
Nevertheless, doctors and administrators who spoke to Johns Hopkins across the city agreed that the staffing crisis was the best, despite the dire circumstances.
“There was a sense of duty, a sense of duty, and a wealth of innovative thinking,” the report said.
The report states that attending and resident physicians work seven days a week and are ultimately asked to take time off.
Many participants praised the so-called “McGiving” used to solve technical problems on the fly – such as when the pediatric ventilator needed to be rigged to accommodate adult patients.
The report, titled “Critis Standards of Care: New York City Hospitals Covid-19 Experience, The Emergency Medicine Perspective” – finally calls for thoughtful and transparent crisis planning with built-in mental health support.