Bloed doneren - Het Rode Kruis ervaart het ergste bloedtekort in een decennium

Het Rode Kruis kampt met het ergste bloedtekort in meer dan tien jaar. Lage bloedtoevoerniveaus kunnen ziekenhuizen dwingen om patiënten uit te stellen van een grote operatie. Bloeddonatie is hard nodig.

Algemene berichten

  • De huidige bloedcrisis is de ergste in de afgelopen 10+ jaar.
  • Het Rode Kruis heeft nog steeds behoefte aan bloeddonaties om ervoor te zorgen dat ziekenhuispatiënten in onze gemeenschap de nodige zorg blijven krijgen voor behandelingen, zoals transfusies voor mensen die strijden tegen kanker. Alle bloedgroepen zijn nodig, vooral de typen O+ & O-.
  • Ga naar RedCrossBlood.org om de volgende beschikbare afspraak om te doneren te vinden.
  • Het Rode Kruis, dat 40% van de bloedvoorraad van het land levert, heeft de distributie van bloedproducten aan ziekenhuizen als gevolg van het tekort moeten beperken. Het is zelfs mogelijk dat sommige ziekenhuizen 1 op de 4 bloedproducten die ze nodig hebben niet krijgen.
  • Bloed kan niet worden vervaardigd of opgeslagen en kan alleen beschikbaar worden gesteld door de vriendelijkheid van vrijwillige donoren.
  • Je kunt drie levens redden in 15 minuten.

Wat veroorzaakt de bloedtekortcrisis?

  • De totale bloeddonaties zijn sinds maart 2020 met 10% afgenomen.
  • Als gevolg van de pandemie is er een daling van 62% op de universiteit en op de middelbare school. Studentdonoren waren goed voor ~25% van de donoren in 2019 waren goed voor slechts ~10% tijdens de pandemie.
  • Er zijn doorlopende annuleringen van bloedinzamelingen vanwege ziekte, weergerelateerde sluitingen en personeelsbeperkingen.

Kritisch nodig bloed

  • Type O-positief is de meest getransfundeerde bloedgroep en kan worden getransfundeerd aan Rh-positieve patiënten van elke bloedgroep. 38% van de bevolking heeft O-positief bloed, waardoor dit het meest voorkomende type is.
  • Type O-negatief is de universele bloedgroep en waar het personeel van de spoedafdeling naar streeft als er geen tijd is om de bloedgroep van patiënten in de meest ernstige situaties te bepalen.
  • Bloedplaatjes zijn het stollende deel van bloed, dat binnen vijf dagen na donatie moet worden getransfundeerd.
    • Bijna de helft van alle bloedplaatjesdonaties wordt gegeven aan patiënten die kankerbehandelingen ondergaan

Redenen om bloed te geven

  1. 1/3 van ons zal in de toekomst een bloedtransfusie nodig hebben
  2. Er kunnen 3 levens worden gered met de hoeveelheid bloed die in één keer wordt gedoneerd
  3. Elke twee seconden heeft iemand in de Verenigde Staten bloed nodig
  4. 36 uur is de tijd die nodig is om op natuurlijke wijze verloren bloed uit het lichaam te vervangen

Oproep tot actie

  • Zorg ervoor dat mensen weten waar en hoe ze bloed kunnen doneren.
  • Ga naar redcross.org om te leren geven.

Bronnen: American Red Cross, Give Blood, One Blood

Voorbeeldafbeeldingen

 

 

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

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

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.

De tijden van het ED-bord verkorten en de plaatsing verbeteren, zelfs tijdens de pandemie

De American College of Emergency Physicians (ACEP) identificeerde in augustus vorig jaar de instaptijden voor patiënten op spoedeisende hulpafdelingen van ziekenhuizen als een "all-time high". Dit is voor alle patiënten die wachten om te worden overgebracht naar een andere faciliteit voor de benodigde behandeling, of het nu gaat om een gedragsgezondheidsinstelling of een ziekenhuis dat een hoger niveau van acute zorg biedt.

ACEP identificeerde twee redenen voor het verlengen van de instaptijden: 1) personeelstekorten in ziekenhuizen en 2) toestroom van ernstig zieke patiënten, met COVID-19 en met andere opkomende aandoeningen, deels als gevolg van het uitstellen van de noodzakelijke medische zorg door patiënten tijdens de pandemie.

Voor patiënten die gedragsmatige gezondheidsbehandeling nodig hebben, zelfs voorafgaand aan de COVID-19-pandemie, de gemiddelde wachttijd in een acuut ziekenhuis ED conservatief werd geschat op acht uur. Anekdotisch gezien rapporteerden ziekenhuizen in het hele land echter vaak veel langere wachttijden, aangezien klinisch aangewezen, beschikbare psychiatrische bedden moeilijk te identificeren waren, met name voor bepaalde populaties, zoals kinderen en adolescenten, oudere patiënten en patiënten met gelijktijdig voorkomende aandoeningen.

Vandaag, slechts vijf maanden nadat ACEP zijn bezorgdheid had geuit over de hoogste instaptijden ooit, is het probleem nog ernstiger aangezien het land een nog groter aantal COVID-19-gevallen ervaart, aangewakkerd door de Omicron-variant, en nog acutere personeelsbezetting tekorten.

Voor ziekenhuizen die gebruik maken van XFERALL om acute medische en gedragsmatige medische overdrachten van patiënten te automatiseren en te versnellen, is het beeld niet zo somber. Alleen al in Texas kregen ziekenhuizen die tussen augustus 2020 en juli 2021 XFERALL gebruikten om medische patiënten over te brengen een reactie van een ontvangend ziekenhuis op hun transferverzoek in minder dan 1 minuut, 18 seconden en de acceptatie voor patiëntoverdracht in minder dan 20 minuten. In de afgelopen twee jaar, zelfs tijdens de pandemie, hebben de partners van XFERALL de overdrachtstijden van gedragsgezondheidspatiënten met 86% verminderd.

XFERALL stelt gezondheidszorgsystemen en -aanbieders in staat om snel medische en gedragsziekenhuizen te identificeren met de capaciteit en het vermogen om patiënten voor overdracht te accepteren. De XFERALL-technologie automatiseert het overdrachtsproces van patiënten, waardoor de zorgverlener minder werk heeft en de capaciteit van de spoedeisende hulp wordt verbeterd door de overdrachtstijden te verkorten. Door het proces van patiëntoverdracht te automatiseren en de zichtbaarheid in een breder netwerk van mogelijk beschikbare bedden te vergroten, elimineert XFERALL de noodzaak voor verpleegkundigen en andere clinici om arbeidsintensieve telefoongesprekken en faxen te voeren om klinisch geschikte zorg te identificeren voor patiënten die overdracht nodig hebben.

Er is geen gemakkelijke oplossing voor de personeelscrisis in de gezondheidszorg, en het einde van COVID-19 blijft ongrijpbaar. Het goede nieuws is dat ziekenhuizen desalniettemin zorgvertragingen kunnen verminderen en de gevolgen van het personeelstekort kunnen verminderen door interne logistiek en operaties te implementeren die de effectieve en efficiënte overgang van patiënten naar de juiste behandeling versnellen. Verbetering begint met het ter discussie stellen van oude gewoontes van het opnemen van de telefoon en het faxen van klinische informatie en het openstaan voor modernisering van het overdrachtsproces van patiënten. Er is nog nooit een urgenter moment geweest om dit te doen.

Neem voor meer informatie over het werk met ziekenhuizen in het DC-gebied en gedragsgezondheidsteams contact op met Jennifer Witten, senior vice-president, overheidszaken en beleid, op Jennifer.Witten@xferall.com.

DCHA kondigt 2022-lijst van bestuursfunctionarissen aan

De District of Columbia Hospital Association (DCHA) heeft tijdens de jaarlijkse vergadering van de raad van bestuur van 15 december gestemd voor de verkiezing van een nieuwe lijst van bestuursfunctionarissen voor een termijn die begint in januari 2022. DCHA is de verbindende stem voor ziekenhuizen en gezondheidssystemen in het District of Columbia en werkt aan het bevorderen van het gezondheidsbeleid om het gezondheidszorgsysteem van wereldklasse van het district te versterken om ervoor te zorgen dat het eerlijk en voor iedereen toegankelijk is. De Raad van Bestuur van DCHA bepaalt de strategische richting voor de vereniging. De bestuursleden van 2022 zijn:

Dr. Hasan Zia, bestuursvoorzitter
President & Chief Operating Officer, Sibley Memorial Hospital

Anita Jenkins, vicevoorzitter
Chief Executive Officer, Howard University Hospital

Dr. Christopher King, secretaris
Universitair hoofddocent, Georgetown Universitair Medisch Centrum

Dania O'Connor, penningmeester
Chief Executive Officer, Psychiatrisch Instituut van Washington

John Rockwood, Directe Verleden Stoel
President, MedStar National Rehabilitation Hospital & Senior Vice President, MedStar Health

Jacqueline D. Bowens, President & Chief Executive Officer
District of Columbia Hospital Association

Naast de nieuwe raad van bestuur benoemde DCHA één At-Large-lid en verwelkomde een nieuwe toevoeging aan de raad met het vertrek van James Linhares uit BridgePoint Hospital Capitol Hill:

Kathy Hollinger, algemeen bestuurslid
President & Chief Executive Officer, Restaurant Association of Metropolitan Washington

Ryan Zumalt, Board Director Chief Executive Officer, BridgePoint Hospital Capitol Hill

"DCHA is bevoorrecht dat zo'n gewaardeerde groep individuen de vereniging, onze ziekenhuizen en de inwoners van het District of Columbia dient", aldus Jacqueline D. Bowens, President en CEO van DCHA.

 

 

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

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 Verenigd Medisch Centrum. “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 Universiteitsziekenhuis Georgetown.

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 Universitair Ziekenhuis.

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
#Hospitalen
#Sustainability

DCHA-top over patiëntveiligheid

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.

 

 

Patient Safety Summit Sponsors:

Children’s National

Het George Washington University Hospital

Howard University Hospital

MedStar Health

Providence Hospital

Sibley Memorial Hospital

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

DCHA neemt nu deel aan het initiatief voor gezondere ziekenhuizen met suikerhoudende dranken met DOH

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.

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

Verklaring van de District of Columbia Association over de aankondiging van het Providence Health System

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.

###

DCHA Emergency Management Committee standaardiseert reeks noodcodes in de ziekenhuizen van het district

Emergency codes are important announcements to ensure facilities operate in accordance with their mission and to the best of their capabilities. The Department of Homeland Security released a report in 2008 citing the importance of using standardized plain language codes. The report writes, “The use of plain language (clear text) in emergency management and incident response is a matter of public safety, especially the safety of emergency management/response personnel and those affected by the incident. It is critical that all those involved with an incident know and use commonly established operational structures, terminology, policies and procedures. This will facilitate interoperability across agencies, organizations, jurisdictions and disciplines.” The guidelines for standardized emergency codes have also been promoted by The Joint Commission for events or threats that can inflict harm on hospital staff, patients and visitors.

The District of Columbia Hospital Association’s (DCHA) hospital leaders see the value in creating uniform systems that enable their staff to be adequately informed during an emergency as well as equipping visitors with adequate information to protect themselves. This was important for the District’s hospitals as many of our staff are employed by multiple hospitals and often work between facilities. The DCHA Emergency Management Committee (EMC) completed a standardization initiative to enhance the emergency preparedness and response efforts for District hospitals’ staff, the patients they serve, and the communities they protect.

Leveraging the collective expertise, the EMC reviewed all member hospital codes for a series of emergency events/alerts. The Committee agreed to use a combination of color and plain language following national trends and best practices. It was further determined the minimum requirement for implementation would be to standardize the nomenclature (with a focus on plain language) and definition for the select emergency codes across the hospitals. Each facility would be given the flexibility to designate their color code for the specific emergency as they deemed appropriate.

#Headlines
#Committee
#Emergency
#Hospitalen

© 2024. District of Columbia Hospital Association.