Becker's Hospital Review

80 CMO / CARE DELIVERY World's 1st: Recovered COVID-19 patient gets lung transplant from living donors By Erica Carbajal S urgeons at Kyoto University Hospital in Japan have performed the world's first lung tissue transplant from living donors to a recovered COVID-19 pa- tient, CBS News reported April 9. The recipient, a woman from Japan, was left with severe lung damage after a COVID-19 infection she contracted last year. For more than three months, the patient was on a life support machine that operates as an artificial lung. Her lungs were significantly damaged, leaving transplant as the only option. On April 7, the patient underwent an 11-hour transplant procedure, receiving lung tissue from two donors: her husband and son. The surgery involved a 30-member team, led by Hi- roshi Date, MD, PhD, a thoracic surgeon at Kyoto Uni- versity Hospital. The donors are in stable condition and the woman's medical team expects she will be able to leave the hos- pital in about two months, CBS reported. n How Ochsner Health achieved zero COVID-19 deaths among nurses: Tracey Moffatt, CNO By Gabrielle Masson N ew Orleans-based Ochsner Health hasn't reported any COVID-19 deaths for its nursing staff across the entire system. In March, Becker's highlighted results from an investigative report by e Guardian and Kaiser Health News that found nurses make up the highest percentage of known U.S. healthcare staff deaths attributed to COVID-19. Aer seeing the report, Tracey Moffatt, BSN, RN, chief nursing officer at Ochsner, reached out to Becker's, knowing Ochs- ner's outcomes were remarkable compared to the rest of the country. With New Orleans a COVID-19 hot spot early on, the 40-hospital system worked overtime to ensure its nurses were safe. Infection rate among Ochsner nurses Systemwide, Ochsner Health has just over 7,000 nurses, Ms. Moffatt said. Of those nurses, about 900 have had COVID-19 at some point, though it's unclear how many infections were contracted in the com- munity. In the initial days of the pandemic, if an employee was po- tentially exposed to COVID-19, they were tested, and, while waiting for the results, put on paid leave. Employees now use their earned paid leave if affected by COVID-19, said Ms. Moffatt, adding that Ochsner doesn't want to have a loss of income associated with safety precautions. e system also provided staff guidelines for what symp- toms to watch for and what precautions to take at home if infected with COVID-19. Systemwide safety protocols Infection control preventionists, leaders and educators all worked with nursing staff to develop different safety education videos. For example, the organization filmed multiple videos regarding proper gown donning and doffing procedures as the scientific community continuously learned more about COVID-19. Ochsner also formed specific stations for staff to safely don and doff when preparing to enter a COVID-19 patient's room. Later, the organization implement- ed a new masking system, including a capper helmet for nurses. Ev- erytime new equipment was introduced, a nursing-specific picture or video was taken and disseminated across the system. Pictures, videos and CDC guidelines were sent to each employee's email, while also being posted to sites that could be accessed at any time. Promoting nurse well-being Ochsner has quiet rooms on campus for employees when they need a space to be contemplative. Established a few years ago through philanthropy funds, the rooms are outfitted with one or two recliners, a computer and scented oils. Some even have little river rocks and books of poetry, Ms. Moffatt said. Nurses can access the quiet rooms at any time, and there's only one rule: no talking. Other resources include nurse mentors available to partner with nurses who want someone to talk to. e system has created a lot of spaces where people can meet with leaders or professionals and talk about what they're going through. e system also provided free meals for many months during the pandemic and set up a child care service for working parents. Ochsner leadership wanted to recognize the stress and pain the pandemic has caused, not only at work, but also at home. e sys- tem implemented COVID-19 pay for those working on dedicated COVID-19 units in acknowledgment of the physical hardship of be- ing in a capper, gown, gloves or bunny suits all day, Ms. Moffatt said. Nursing turnover, retention rates Ochsner's nurse turnover rates have increased over the past year, said Ms. Moffatt, citing several potential reasons. There were thousands of opportunities for nurses to earn higher pay if they were willing to travel or switch to big agencies, Ms. Moffatt said. The system saw a lot of full-time nurses switch to part-time be- cause of the pandemic. Many nurses in their late 50s retired ear- ly, citing fear, exhaustion or burnout. However, Ms. Moffatt said Ochsner is starting to see some of the nurses who left for travel assignments come back. The bottom line Continuous communication is essential, Ms. Moffatt concluded. When personal protective equipment was running low, supply chain leaders tapped into every relationship they had to procure all neces- sary gear for staff. e system monitored supply levels twice a day for a systemwide report and, because of this, never ran out. "I am so proud to be part of this organization," Ms. Moffatt concluded. "We are so fortunate." n

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