Keeping the team together: Transformation of an inpatient neurology service at an urban, multi-ethnic, safety net hospital in New York City during COVID-19

Lord, Aaron; Lombardi, Nicole; Evans, Katherine; Deveaux, Dewi; Douglas, Elizabeth; Mansfield, Laura; Zakin, Elina; Jakubowska-Sadowska, Katarzyna; Grayson, Kammi; Omari, Mirza; Yaghi, Shadi; Humbert, Kelley; Sanger, Matthew C.; Kim, Sun; Boffa, Michael J.; Szuchumacher, Mariana; Jongeling, Amy C.; Vázquez, Blanca; Berberi, Nisida; Kwon, Patrick; Locascio, Gianna; Chervinsky, Alexander B.; Frontera, Jennifer A.; Zhou, Ting; Kahn, D. Ethan; Abou-Fayssal, Nada

doi:10.1016/j.clineuro.2020.106156

Cited by 5 publications

(10 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…A summary of the key characteristics of the included papers can be found in Table 2 . Of the 15 papers included, two were based on empirical data, ten were based on data from case studies, commentary articles or letters to the editor, 16 , 17 , 18 , 19 , 20 , 21 , 22 , 24 , 29 and three were guidelines on how to manage the de-escalation of ICUs. 25 , 26 , 28 The included papers were from the UK ( n = 6), the USA ( n = 4), Singapore ( n = 2), China ( n = 1), Iran ( n = 1), and Australia ( n = 1).…”

Section: Resultsmentioning

confidence: 99%

“… 29 Letter to the Editor Tan Tock Seng Hospital and National Centre of Infectious Diseases, Singapore N/A Operational strategies for facilities AACODS: 4/6 Lord et al. 17 Case study NYU Langone-Brooklyn Hospital, New York, USA Neurology staff Operational strategies for workforce and facilities AACODS: 5.5/6 Panayiotou et al. 18 Case study Kings College Hospital, London, UK Radiologist trainees Training, wellbeing, and operational strategies for workforce AACODS: 5.5/6 Doyle et al.…”

Section: Resultsmentioning

confidence: 99%

“…15 With the decline in ICU patients, many of the redeployed workforce and temporary ICUs could return to usual functions, and numerous publications have documented how these processes have occurred in different hospital settings. 8 , 16 , 17 , 18 , 19 , 20 , 21 , 22 , 23 , 24 , 25 , 26 , 27 , 28 , 29 Since the initial decline, many countries have faced recuring waves of COVID-19 infections and ICU admissions. 15 This repetitive surge in need for ICU capacity followed by de-escalation is likely to continue for some time whilst variants of SARS-CoV-2 continue to circulate throughout the globe.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

A systematic review of de-escalation strategies for redeployed staff and repurposed facilities in COVID-19 intensive care units (ICUs) during the pandemic

2022

View full text Add to dashboard Cite

Background Intensive care units (ICUs) experienced a surge in patient cases during the COVID-19 pandemic. Demand was managed by redeploying healthcare workers (HCWs) and restructuring facilities. The rate of ICU admissions has subsided in many regions, with the redeployed workforce and facilities returning to usual functions. Previous literature has focused on the escalation of ICUs, limited research exists on de-escalation. This study aimed to identify the supportive and operational strategies used for the flexible de-escalation of ICUs in the context of COVID-19. Methods The systematic review was developed by searching eight databases in April and November 2021. Papers discussing the return of redeployed staff and facilities and the training, wellbeing, and operational strategies were included. Excluded papers were non-English and unrelated to ICU de-escalation. Quality was assessed using the mixed methods appraisal tool (MMAT) and authority, accuracy, coverage, objectivity, date, and significance (AACODS) checklist, findings were developed using narrative synthesis and thematic analysis. Findings Fifteen papers were included from six countries covering wellbeing and training themes encompassing; time off, psychological follow-up, gratitude, identification of training needs, missed training catch-up, and continuation of ICU and disaster management training. Operational themes included management of rotas, retainment of staff, division of ICU facilities, leadership changes, traffic light systems, and preparation for re-expansion. Interpretation The review provided an overview of the landscape of de-escalation strategies that have taken place in six countries. Limited empirical evidence was available that evaluated the effectiveness of such strategies. Empirical and evaluative research from a larger array of countries is needed to be able to make global recommendations on ICU de-escalation practices.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

A systematic review of de-escalation strategies for redeployed staff and repurposed facilities in COVID-19 intensive care units (ICUs) during the pandemic

2022

View full text Add to dashboard Cite

show abstract

“…Survey collected basic information about hospitals/institutions followed by four sections including; ( 1 ) COVID 19 exposure to HCW ( 2 ) COVID19 care and provision of facilities ( 3 ) Changes in neurology training program and ( 4 ) Modification of facilities for COVID patients.…”

Section: Methodsmentioning

confidence: 99%

Preparedness and impact of COVID 19 infection at tertiary care neurology centers in Pakistan

Kanwar

Awan

Ali

et al. 2021

Journal of the Neurological Sciences

View full text Add to dashboard Cite

Objective We aimed to assess the response and impact of response to pandemic at tertiary care centers in Pakistan especially pertaining to neurological care, facilities and training. Methods A pre-tested survey form was sent to 40 neurology tertiary care centers in all the provinces in the country in the first week of July 2020. 33 filled forms were received, out of which 18 were public (government) and 15 were private hospitals. Results Estimated 1300 HCW (faculty, medical officers, trainees and nurses) work at these 33 participating centers. There were 17 deaths among HCW (1.3%) at ten centers. Sufficient personal protective equipment (PPE) were provided to 158 HCW (12%). 129 (10%)HCW tested positive for COVID 19 at 31 centers including trainees/medical officers (39), consultants (29) and nursing and other staff (61). Due to low neurology admissions, 23/33 hospitals (70%) posted neurology trainees in COVID 19 units to contribute to covid care. Less than 50% hospitals did covid screening PCR before admission to neurology wards. Only 10% hospitals provide training and regular update to HCW. Neurology tele-health services were started for clinically stable patients at 15 (45%) centers. Only 60% neurology training programs were able to start online training. Ongoing research studies and trials focusing neurological manifestations of COVID-19 were done at 10 (30%) centers. Modification of facilities for COVID patients showed that 24(72%) hospitals strictly reduced the number of attendants accompanying patients. Only 10 (30%) centers had neurophysiological tests being conducted on COVID-19 patients. Mental health support services to HCW were provided at 12 (36%) centers. Conclusions Among HCW 10% tested positive for covid and 1.3% died. Mental health support services offered for HCW were available in 36% institutions. Neurology training was substantially affected due to low admissions, limited ward rounds and limited availability of online training.

show abstract

“… 4 Healthcare workers involved in patient care in an EMU risk potential exposure to infection with Coronavirus (SARS-CoV-2) or its variants . [2] , [5] …”

Section: Introductionmentioning

confidence: 99%

Ambulatory EEG: Crossing the divide during a pandemic

Tatum

Desai

Feyissa

2021

Epilepsy & Behavior Reports

View full text Add to dashboard Cite

Keeping the team together: Transformation of an inpatient neurology service at an urban, multi-ethnic, safety net hospital in New York City during COVID-19

Abstract: Highlights Neurology teams can care for patients with COVID-19 in lieu of being redeployed. Maintaining team structures has advantages to redeployment during pandemic surges. Streamlining neurological services increases capacity to care for COVID-19 patients.

Cited by 5 publications

References 4 publications

A systematic review of de-escalation strategies for redeployed staff and repurposed facilities in COVID-19 intensive care units (ICUs) during the pandemic

A systematic review of de-escalation strategies for redeployed staff and repurposed facilities in COVID-19 intensive care units (ICUs) during the pandemic

Preparedness and impact of COVID 19 infection at tertiary care neurology centers in Pakistan

Ambulatory EEG: Crossing the divide during a pandemic

Contact Info

Product

Resources

About