Top 10 Deeskalationstipps für medizinisches Fachpersonal

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Jeder Arbeitsalltag bringt neue Begegnungen, Situationen und Herausforderungen für die medizinische Fachkraft mit sich. Möglicherweise müssen Sie jeden Tag mit wütendem, feindseligem oder nicht konformem Verhalten konfrontiert werden. Ihre Reaktion auf dieses Abwehrverhalten spielt eine entscheidende Rolle bei der Entscheidung, ob der Vorfall zu einer Krisensituation eskalieren wird oder nicht. Diese 10 Deeskalationstipps bieten Strategien und Techniken, die Ihnen helfen, auf schwieriges Verhalten so sicher und effektiv wie möglich zu reagieren.

  1. Seien Sie empathisch und nicht wertend
  2. Respektieren Sie den persönlichen Freiraum
  3. Nehmen Sie sich Zeit für Entscheidungen
  4. Verwenden Sie nicht bedrohliche Nonverbale
  5. Grenzen setzen
  6. Konzentrieren Sie sich auf Gefühle
  7. Ignoriere herausfordernde Fragen
  8. Vermeiden Sie Überreaktionen
  9. Wählen Sie mit Bedacht, worauf Sie bestehen
  10. Erlaube Stille zum Nachdenken

Deeskalationstipps für das Gesundheitswesen

Blut spenden – Das Rote Kreuz erlebt die schlimmste Blutknappheit seit zehn Jahren

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Das Rote Kreuz erlebt den schlimmsten Blutmangel seit über einem Jahrzehnt. Eine niedrige Blutversorgung kann Krankenhäuser dazu zwingen, Patienten von größeren Operationen abzuhalten. Blutspenden werden dringend benötigt.

Allgemeine Nachrichten

  • Die aktuelle Blutkrise ist die schlimmste der letzten 10+ Jahre.
  • Das Rote Kreuz benötigt weiterhin Blutspenden, um sicherzustellen, dass Krankenhauspatienten in unserer Gemeinde weiterhin die notwendige Versorgung für Behandlungen erhalten, wie z. B. Transfusionen für Krebskranke. Alle Blutgruppen werden benötigt, insbesondere die Typen O+ & O-.
  • Bitte besuchen Sie RedCrossBlood.org, um den nächsten verfügbaren Spendentermin zu finden.
  • Das Rote Kreuz, das 40% der Blutversorgung des Landes versorgt, musste aufgrund des Mangels die Verteilung von Blutprodukten an Krankenhäuser einschränken. Tatsächlich erhalten einige Krankenhäuser möglicherweise 1 von 4 Blutprodukten, die sie benötigen, nicht.
  • Blut kann nicht hergestellt oder gelagert werden und kann nur durch die Freundlichkeit freiwilliger Spender zur Verfügung gestellt werden.
  • Sie können drei Leben in 15 Minuten retten.

Was verursacht die Blutmangelkrise?

  • Insgesamt sind die Blutspenden seit März 2020 um 10% zurückgegangen.
  • Aufgrund der Pandemie gab es einen Rückgang von 62% bei Blutspenden an Colleges und Highschools. Studentische Spender machten 2019 ~251 TP2T der Spender aus, während der Pandemie nur ~10%.
  • Aufgrund von Krankheit, wetterbedingten Schließungen und Personalengpässen kommt es laufend zu Absagen von Blutspenden.

Dringend benötigtes Blut

  • Typ-O-positiv ist die am häufigsten transfundierte Blutgruppe und kann Rh-positiven Patienten jeder Blutgruppe transfundiert werden. 38% der Bevölkerung hat O-positives Blut und ist damit der häufigste Typ.
  • Typ-O-negativ ist die universelle Blutgruppe und das, wonach das Personal in der Notaufnahme greift, wenn keine Zeit bleibt, die Blutgruppe von Patienten in den schwersten Situationen zu bestimmen.
  • Blutplättchen sind der gerinnende Teil des Blutes, das innerhalb von fünf Tagen nach der Spende transfundiert werden muss.
    • Fast die Hälfte aller Thrombozytenspenden gehen an Patienten, die sich einer Krebsbehandlung unterziehen

Gründe, Blut zu spenden

  1. 1/3 von uns wird in Zukunft eine Bluttransfusion benötigen
  2. Mit der in einer Sitzung gespendeten Blutmenge können 3 Leben gerettet werden
  3. Alle zwei Sekunden benötigt jemand in den Vereinigten Staaten Blut
  4. 36 Stunden ist die Zeit, die benötigt wird, um dem Körper verloren gegangenes Blut auf natürliche Weise zu ersetzen

Aufruf zum Handeln

  • Stellen Sie sicher, dass die Menschen wissen, wo und wie sie Blut spenden können.
  • Besuchen Sie redcross.org, um zu erfahren, wie man spendet.

Quellen: Amerikanisches Rotes Kreuz, Give Blood, One Blood

Beispielgrafiken

 

 

The Joint Commission Releases Requirements for COVID Vaccination of Health Care Personnel

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On February 16, 2022, The Joint Commission shared required documentation for COVID vaccination among health care staff.  The Joint Commission will now be requiring health care facilities to provide the following documentation:

  1. Overall COVID vaccination rate of eligible staff
  2. A list of all staff, including positions/titles, including COVID vaccination status
  3. All policies regarding health care staff COVID vaccinations
    • Policies for COVID vaccination exemptions
    • Policies for COVID vaccination requirements
    • Policies for mitigation of unvaccinated staff
  4. List of newly hired staff in last 60 days

New Requirements

  • A process for tracking and securely documenting the COVID-19 vaccination status of all staff.
  • A process for tracking and securely documenting the COVID-19 vaccination status of any staff who have obtained any booster doses as recommended by the CDC.
  • A process by which staff may request an exemption from the staff COVID-19 vaccination requirements based on an applicable federal law.
  • A process for tracking and securely documenting information provided by those staff who have requested, and for whom the organization has granted, an exemption from the staff COVID-19 vaccination requirements based on recognized clinical contraindications or applicable federal laws.
    • Surveyors will not assess the appropriateness of clinical contraindications or religious exemptions.
  • A process for ensuring that all documentation that confirms recognized clinical contraindications to COVID-19 vaccines and supports staff requests for medical exemptions from vaccination has been signed and dated by a licensed practitioner who is not the individual requesting the exemption, and who is acting within their respective scope of practice as defined by, and in accordance with, all applicable state and local laws. Such documentation contains:
    • All information specifying which of the authorized COVID-19 vaccines are clinically contraindicated for the staff member to receive the recognized clinical reasons for the contraindications.
    • A statement by the authenticating practitioner recommending that the staff member be exempted from the organization’s COVID-19 vaccination requirements for staff based on the recognized clinical contraindications.
    • Surveyors only evaluate that the documentation is complete; they do not assess the appropriateness of clinical contraindications or religious exemptions.

Vaccination Rate Calculation

  • Numerator Includes
    • Pending religious or medical exemption (during first 30 days of implementation)
    • Approved religious or medical exemption
    • Persons having an approved CDC temporary delay for vaccination
    • Persons with clinical contraindication to receiving COVID vaccine
    • Staff who have received at least one dose of a vaccine should be placed in the numerator of the calculation during first 30 days
  • Who Must be Vaccinated?
    • Facility employees
    • Licensed practitioners
    • Students
    • Trainees
    • Volunteers
    • Contracted staff
    • Staff who perform duties offsite (e.g., home health) and to individuals who enter CMS regulated facilities (i.e., a physician with privileges in a hospital who is admitting and/or treating patients onsite)

DCHA Partners with XFERALL to Provide DC Hospitals Access to a Solution to Accelerate Transfers of Medical and Behavioral Health Patients

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The District of Columbia Hospital Association (DCHA) and XFERALL, the nation’s leading mobile patient transfer platform, have entered a partnership that offers DC hospitals a new process for transferring acute and behavioral health patients to clinically appropriate health care facilities.

The District, as is the country, is experiencing a high volume of behavioral health patients, which results in an increased need for crisis services. DCHA and XFERRAL both recognize the importance of a collaborative approach to creating innovative solutions with diverse partners to support behavioral health access.

XFERALL reduces transfer times for medical and behavioral health patients between health care facilities.

This is one of many projects DCHA works on to ensure behavioral health needs are being met. DCHA works on many initiatives that focus on serving the behavioral health community.

“Partnering with XFERALL on this important effort provides our members with an additional tool to continue our commitment to safe, high-quality patient care for all of the individuals our hospitals serve,” said Jacqueline D. Bowens, President & CEO, DCHA.

XFERALL’s partners in other states have achieved reductions in wait times for transfer to appropriate care by as much as 86 percent.

“We’re excited to bring our innovative platform to DC hospitals to help reduce wait times for essential medical and behavioral health care,” said Nathan Read, CEO, XFERALL. “Too many patients in crisis are waiting too long for care. We know that outcomes are better when patients care is not delayed and is accessible in their community. In partnership with XFERALL, DC hospitals are working to deliver solutions that address the serious challenges of crowded emergency departments, clinician burnout, and delays in care.”

DCHA is the unifying voice for hospitals and health systems in the District of Columbia and works to advance health policy to strengthen the District’s world-class health care system to ensure that it is equitable and accessible to all.

Reduzierung der ED-Board-Zeiten und Verbesserung der Platzierung, selbst während der Pandemie

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Das Amerikanisches College für Notfallmediziner (ACEP) hat im August letzten Jahres die Boarding-Zeiten für Patienten in den Notaufnahmen von Krankenhäusern als „Allzeithoch“ bezeichnet. Dies gilt für alle Patienten, die darauf warten, zur erforderlichen Behandlung in eine andere Einrichtung verlegt zu werden, unabhängig davon, ob es sich um eine Einrichtung für Verhaltensmedizin oder ein Krankenhaus handelt, das ein höheres Maß an Akutversorgung bietet.

ACEP identifizierte zwei Gründe für die Verlängerung der Boarding-Zeiten: 1) Personalmangel im Krankenhaus und 2) Zustrom schwerkranker Patienten mit COVID-19 und anderen neu auftretenden Erkrankungen, teilweise aufgrund der Verzögerung der notwendigen medizinischen Versorgung durch Patienten während der Pandemie.

Für Patienten, die eine Verhaltenstherapie benötigen, sogar vor der COVID-19-Pandemie, die durchschnittliche Wartezeit in einer Notaufnahme eines Akutkrankenhauses konservativ wurde auf acht Stunden geschätzt. Anekdotisch berichteten Krankenhäuser im ganzen Land jedoch oft von viel längeren Wartezeiten, da klinisch angemessene verfügbare psychiatrische Betten schwer zu identifizieren waren, insbesondere für bestimmte Bevölkerungsgruppen wie Kinder und Jugendliche, ältere Patienten und Patienten mit Begleiterkrankungen.

Heute, nur fünf Monate, nachdem ACEP Bedenken hinsichtlich der höchsten Boarding-Zeiten aller Zeiten geäußert hat, ist das Problem noch gravierender, da das Land eine noch höhere Anzahl von COVID-19-Fällen erlebt, die durch die Omicron-Variante und eine noch akutere Personalausstattung geschürt werden Mangel.

Für Krankenhäuser mit XFERALL zur Automatisierung und Beschleunigung der Verlegung von akuten medizinischen und verhaltensbezogenen Patienten ist das Bild nicht so düster. Allein in Texas erhielten Krankenhäuser, die zwischen August 2020 und Juli 2021 XFERALL zur Verlegung medizinischer Patienten verwendeten, in weniger als 1 Minute und 18 Sekunden eine Antwort von einem aufnehmenden Krankenhaus auf ihre Verlegungsanfrage und sicherten sich die Annahme für die Patientenverlegung in weniger als 20 Minuten. In den letzten zwei Jahren, selbst während der Pandemie, haben die Partner von XFERALL die Verlegungszeiten von Patienten mit Verhaltensgesundheit um 86% reduziert.

XFERALL versetzt Gesundheitssysteme und -anbieter in die Lage, medizinische und Verhaltenskrankenhäuser mit der Kapazität und Fähigkeit, Patienten zur Verlegung aufzunehmen, schnell zu identifizieren. Die XFERALL-Technologie automatisiert den Patiententransferprozess, schafft weniger Arbeit für den Gesundheitsdienstleister und verbessert die Kapazität der Notaufnahme durch kürzere Transferzeiten. Durch die Automatisierung des Patiententransferprozesses und die Erhöhung der Sichtbarkeit in einem breiteren Netzwerk potenziell verfügbarer Betten beseitigt XFERALL die Notwendigkeit für Krankenschwestern und andere Kliniker, arbeitsintensive Telefonanrufe und Faxe zu tätigen, um eine klinisch angemessene Versorgung für Patienten zu ermitteln, die verlegt werden müssen.

Es gibt keine einfache Lösung für die Personalkrise im Gesundheitswesen des Landes, und das Ende von COVID-19 bleibt schwer fassbar. Die gute Nachricht ist, dass Krankenhäuser trotzdem Behandlungsverzögerungen reduzieren und die Folgen des Personalmangels mildern können, indem sie interne Logistik und Abläufe implementieren, die den effektiven und effizienten Übergang von Patienten zu einer angemessenen Behandlung beschleunigen. Die Verbesserung beginnt damit, dass alte Gewohnheiten, zum Telefon zu greifen und klinische Informationen zu faxen, hinterfragt werden und offen für die Modernisierung des Patiententransferprozesses sind. Es gab noch nie einen dringenderen Zeitpunkt dafür.

Um mehr über die Arbeit mit Krankenhäusern und Verhaltensgesundheitsteams im Raum DC zu erfahren, wenden Sie sich an Jennifer Witten, Senior Vice President, Government Affairs and Policy, unter Jennifer.Witten@xferall.com.

DCHA gibt die Liste der Vorstandsmitglieder für 2022 bekannt

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Die District of Columbia Hospital Association (DCHA) stimmte auf ihrer Jahresversammlung des Board of Directors am 15. Dezember für die Wahl einer neuen Liste von Vorstandsmitgliedern für Amtszeiten ab Januar 2022. DCHA ist die einigende Stimme für Krankenhäuser und Gesundheitssysteme im District of Columbia und arbeitet daran, die Gesundheitspolitik voranzutreiben, um das erstklassige Gesundheitssystem des Distrikts zu stärken, um sicherzustellen, dass es gerecht und für alle zugänglich ist. Der DCHA-Vorstand legt die strategische Ausrichtung des Verbandes fest. Die Vorstandsmitglieder 2022 sind:

Dr. Hasan Zia, Vorstandsvorsitzender
Präsident und Chief Operating Officer, Sibley Memorial Hospital

Anita Jenkins, stellvertretende Vorsitzende
Chief Executive Officer, Howard University Hospital

Dr. Christopher King, Sekretär
Außerordentlicher Professor, Georgetown University Medical Center

Dania O’Connor, Schatzmeisterin
Chief Executive Officer, Psychiatrisches Institut von Washington

John Rockwood, Vorsitzender der unmittelbaren Vergangenheit
Präsident, MedStar National Rehabilitation Hospital & Senior Vice President, MedStar Health

Jacqueline D. Bowens, Präsidentin und Chief Executive Officer
District of Columbia Hospital Association

Zusätzlich zum neuen Board of Directors ernannte DCHA ein At-Large-Mitglied und begrüßte mit dem Ausscheiden von James Linhares aus dem BridgePoint Hospital Capitol Hill einen Neuzugang im Board:

Kathy Hollinger, At-Large-Vorstandsmitglied
Präsident und Chief Executive Officer, Restaurant Association of Metropolitan Washington

Ryan Zumalt, Vorstandsdirektor Chief Executive Officer, BridgePoint Hospital Capitol Hill

„DCHA ist privilegiert, eine so geschätzte Gruppe von Personen zu haben, die der Vereinigung, unseren Krankenhäusern und den Bewohnern des District of Columbia dienen“, sagte Jacqueline D. Bowens, Präsidentin und CEO von DCHA.

 

 

DC Hospitals Are Removing Barriers to Substance Use Treatment Through Community Collaboration

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Peer recovery and outreach coaches from five District hospitals gathered for an in-person meeting at Unity Health Care, a community health center, on September 9. The group met to discuss strategies for eliminating barriers and increasing community support for patients entering substance use treatment programs. For the peers, having a strong relationship with community partners is a key component of the referral process, and often determines whether a patient is linked to treatment.

“I loved putting a face to the name of providers we talk to every week,” said Veronica Williams, a hospital-based peer recovery coach from Vereinigte Medizinische Mitte. “The in-person meeting was great because we got to experience the facility first-hand and got to interact with the people who we are sending our patients to, to help them know what to expect when they arrive.”

Community-based coaches also reiterate the importance of community collaboration in supporting patients in finding long-term recovery.  “It was an amazing experience to meet the people at Unity, see their facility and discuss our roles in health care together. It really adds to the sense of community we are trying to establish as peers when we can get together to have a discussion on how to best serve our patient population and community at large!” said Thaddeus Wientzen, an outreach coach from MedStar Georgetown University Hospital.

A patient’s experience at a treatment center has a strong impact on their overall recovery and a negative experience can deter a patient from wanting to enter treatment again. Part of the role of the hospital-based peers is to motivate patients to enter treatment and that includes finding the right treatment provider for each individual. Face-to-face meetings and facility tours help the coaches determine the right place for each patient.

“Visiting Unity Health Care’s East of the River location was very insightful. I personally did not know all the different aspects of the center and learned that there were walk-in hours for MAT patients. I have always had an excellent experience whenever I have used Unity’s services for referrals,” said William Ellis, an outreach coach from Howard-Universitätskrankenhaus.

Providing accessible community support is something Unity Health Care does every day by providing a full range of health and human services to meet community needs throughout the District. Nine Unity Health Care sites are fast-track providers for hospital referrals, working with peers to provide same-day or next-day appointments for substance use patients.

Unity Health Care’s Behavioral Health Program Manager Mary Wozniak shared that “meeting with the hospital peers was valuable to understand their perspectives and to reiterate the need for improved access to care with no barriers. When a patient is ready to access treatment, it’s best to connect them immediately, or you risk them returning to drug use. We hope that our open access model will help address some of that need.”

Note: All participants received a COVID-19 screening upon entry and followed CDC guidance on vaccination, mask wearing and social distancing.

L-R: Corrine Simons, William Ellis, Mary Wozniak, Dr. Andrew Robie, Ean Bond, Thaddeus Wientzen, Veronica Williams

#Treatment
#Substance Use Disorder
#DCHA
#Collaboration
#Community
#Krankenhäuser
#Sustainability

DCHA-Gipfel zur Patientensicherheit

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On Tuesday, June 20th, the District of Columbia Hospital Association held its inaugural Patient Safety Summit, Back to Basics: Creating a Community Culture of Safety at the Milken Institute School of Public Health on the campus of The George Washington University.  The event was an overwhelming success.  With over 150 registrants and a robust and content rich agenda, attendees were provided the opportunity to collaborate, share best practices, and network, highlighting their continued commitment to providing safe and high quality patient care here in the District.

Auditorium

“The DCHA’s inaugural Patient Safety Summit was a spectacular success and I was extremely pleased to see so many healthcare leaders joining forces to focus on patient safety and learn from one another how best to do address this critical issue.  This meeting laid the foundation for continued collaboration amongst the hospitals to improve healthcare in our great city. For me, one of the highlights of the summit was identifying and agreeing on the need for – and commitment to – data transparency. This transparency will mobilize us and help us reach our goal of making the District’s hospitals among the safest in the nation. As I look to the future, I eagerly welcome our new collaboration with the D.C. Health Department, we all share the same vision for the citizens of the District and are now on the road to turning that vision into reality.” Chip Davis, PhD, President & CEO, Sibley Memorial Hospital – Johns Hopkins Medicine; Chair, DCHA Board of Directors

During the program, DCHA presented Kathleen Chavanu Gorman, MSN, RN, FAAN, the Chief Operating Officer at Children’s National Health System, with the 2017 American Hospital Association Grassroots Advocacy Award for her dedication and commitment to the mission of hospitals on both the local and the national level.

Kathy Gorman Award Picture

Throughout the day, participants heard from national leaders, local officials, and hospital experts – including the majority of the District of Columbia hospital’s CEOs, who participated in a session entitled, “CEOs: Paving the Way for a Patient Safety Culture.”  The session featured two panels that focused on the topics of Leadership and Collaboration.

Leadership Panel CEO Panel on Collaboration from left: Mark Chastang, CEO, Saint Elizabeths Hospital; Jim Linhares, CEO, BridgePoint Hospital Capitol Hill; Darcy Burthay, MSN, RN, President & CEO, Providence Health System – Ascension Health; Kurt Newman, MD, President & CEO, Children’s National Health System; Jim Diegel, CEO, Howard University Hospital

Leadership Panel CEO Panel on Leadership from left: John Rockwood, President, MedStar National Rehabilitation Hospital; Kimberly Russo, CEO, The George Washington University Hospital; Richard “Chip” David, PhD, Sibley Memorial Hospital – Johns Hopkins Medicine

“I was honored to serve on the CEO Leadership panel at DCHA’s first Patient Safety Summit which provided a valuable opportunity for healthcare leaders to collaborate on best practices in quality and safety,” said Kimberly Russo, Chief Executive Officer at The George Washington University Hospital. “Individuals across the DC region should have access to high-quality, safe healthcare no matter where they choose to receive it. By increasing transparency across organizations, we are able to work together to not only promote safety but ensure consistent, excellent medical care in the District of Columbia.”

A special thanks to those who presented at the Patient Safety Summit, including Dr. David Henderson of the National Institutes of Health Clinical Center who presented on “The Changing Landscape of Patient Safety,” Charisse Coulombe, MS, MBA, CPHQ of the Health Research and Educational Trust (HRET) at the American Hospital Association who spoke on “The Path Forward for Patient Safety,” and Dr. LaQuandra Nesbitt, MPH, the Director of the D.C. Department of Health, who spoke about, “The Intersection of Health Equity & Patient Safety and Quality.”

J. Bowens DCHA Patient Safety Summit

“While this event is just a first step in our collective quality journey, it was an impactful one. DCHA looks forward to continuing our work with our hospitals and their teams as we further our commitment to putting safe, high quality patient care first in the District of Columbia.” – Jacqueline D. Bowens, President & CEO, District of Columbia Hospital Association

The association already has plans underway for the next Patient Safety Summit, which they hope will take place in the early winter of 2018.

This live event was designated by The George Washington University School of Medicine and Health Sciences for a maximum of 5 AMA PRA Category 1 credits.  Those who attended the event have received an e-mail from GWU with information on how to claim those credits. 

DCHA would like to again express our gratitude for our Summit sponsors.  With almost unanimous sponsorship support from our member hospitals, their contributions and support provided the means for such a successful event.

 

DCHA-Gipfel zur Patientensicherheit

 

Patient Safety Summit Sponsors:

Children’s National

Das Krankenhaus der George Washington Universität

Howard University Hospital

MedStar Health

Providence Hospital

Sibley Memorial Hospital

#Schlagzeilen
#Patient
#Safety
#Sibley
#Providence
#Summit
#Medstar
#Howard
#Childrens

DCHA nimmt jetzt mit DOH an der Initiative für gesündere Krankenhäuser mit zuckerhaltigen Getränken teil

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Chronic diseases are a serious problem for District of Columbia residents and health care providers.  With residents’ rates of obesity and diabetes at a critical high (Obesity: Adults 22%, High School Students 15%, Diabetes: 8.5%, At-Risk for Diabetes 6.55%), the linkage between sugar consumption and chronic disease can no longer be ignored.  Reduction and elimination of sugary beverages, as well as public education on healthier dietary options, is an imperative to moving the needle on a healthier community.

To that end, DCHA has been working with the DC Department of Health (DOH) on an initiative to reduce the availability of sugary beverages, and promote healthier options within the District’s hospitals.  Through the program, DCHA will be asking the District’s hospitals to commit to:

  • Making healthy changes to vending machines, cafeterias, meetings, events, and other sources of sugary beverages in the workplace.
  • Identifying and utilizing vendors, caterers, and other food providers that offer healthier beverage choices.
  • Having leadership support and model reduction of sugary beverages in the facility.
  • Educating employees about health consumption and promotion of healthier alternatives.
  • Reducing, and ultimately eliminating, sugar-sweetened beverages.

Sibley Memorial Hospital, part of Johns Hopkins Medicine, was the first hospital in the District to create and implement a reduction and elimination program, but several others are not far behind.  For those interested and able, DCHA plans to assist our members on implementation of sugary beverage reduction programs at their facility.  In doing our part, the Association has also eliminated the availability of sugary-beverages to staff and meeting attendees in our office.

DCHA will be updating our website to include information on the sugary beverage healthier hospitals initiative, including tools and resources for your facility.

You can follow DCHA’s Kick the Can campaign by searching #RethinkYourDrink on twitter.

#Schlagzeilen
#DCHA
#Announcement
#Sugar
#Beverage​​​
#DOH
#RethinkYourDrink
#Healthy

Erklärung der District of Columbia Association zur Ankündigung des Gesundheitssystems von Providence

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Washington, DC – July 25, 2018 – Today, the District of Columbia Hospital Association (DCHA) released a statement on Providence Health System’s announcement regarding their pending service changes.

“Hospitals and health systems across the country have been adapting to the future delivery of health care and the District’s hospitals have not been immune from these changes,” said Jacqueline D. Bowens, President & CEO of the District of Columbia Hospital Association. “As the industry shifts toward a population health focus, health systems continue to identify ways to strengthen collaborations between acute care and community-based services, to meet people where they are and ultimately improve health outcomes”.

The Association is pleased that Providence, while making a transition out of acute care, remains fully dedicated to the residents of the District of Columbia. This new community-focused model represents a unique opportunity for Providence and the District’s community of hospitals to work in concert to transform health delivery —- keeping the patient at the center of everything we do.

DCHA will be working with all our members, including Providence, to engage key stakeholders both inside and outside the hospital industry to ensure that District residents continue to have access to high-quality health services ranging from acute care to primary care.

###

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