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Reflections on a Crisis in Graduate Medical Education: The Closure of Hahnemann University Hospital
Jeffrey S Berns1, Susan Coull, David Paskin
1J.S. Berns is associate dean for graduate medical education, Perelman School of Medicine, University of Pennsylvania, and designated institutional official, University of Pennsylvania Health System, Philadelphia, Pennsylvania. S. Coull is designated institutional official, Temple University Health System, vice president for medical education, Temple University Hospital, and assistant dean for graduate medical education and undergraduate medical education, Lewis Katz School of Medicine, Temple University, Philadelphia, Pennsylvania. D. Paskin is vice dean, Sidney Kimmel Medical College, Thomas Jefferson University, and designated institutional official, Thomas Jefferson University Hospital, Philadelphia, Pennsylvania. A. Spevetz is designated institution official, Cooper University Health and Cooper Medical School of Rowan University, Camden, New Jersey. W.C. Boyer was chief academic officer and designated institutional official, Hahnemann University Hospital, Philadelphia, Pennsylvania. The author is currently chief academic officer/designated institutional official, Crozer-Keystone Health System, Upland, Pennsylvania.
Insights
The closure of Hahnemann University Hospital displaced over 550 residents and fellows. A collaborative "playbook" is recommended for future teaching hospital closures to prevent similar chaos.
Area of Science:
- Medical Education
- Hospital Administration
- Healthcare Management
Background:
- Hahnemann University Hospital (HUH), a major U.S. teaching hospital, closed in June 2019.
- The closure resulted in the displacement of over 550 residents, fellows, and other trainees.
- This event impacted numerous stakeholders, including trainees, hospital staff, and accreditation bodies.
Purpose of the Study:
- To detail the experiences of Designated Institutional Officials (DIOs) from HUH and surrounding teaching hospitals.
- To share lessons learned in managing the closure of graduate medical education (GME) programs.
- To provide recommendations for future teaching hospital closures.
Main Methods:
- This Invited Commentary is based on the firsthand experiences of DIOs involved in the HUH closure.
- It synthesizes challenges and strategies encountered in relocating displaced trainees.
- The commentary offers insights from multiple perspectives of involved institutions.
Main Results:
- The closure presented unprecedented challenges due to the rarity of such an event.
- Coordinated efforts were crucial in finding new training opportunities for displaced residents and fellows.
- Lack of prior experience and a standardized procedure complicated the process.
Conclusions:
- A collaborative
- playbook
- is essential for managing future teaching hospital closures.
- Proactive planning and inter-organizational cooperation can mitigate the chaos and disruption experienced.
- Developing standardized protocols will ensure a smoother transition for trainees and institutions.
Abstract:
In June 2019, Hahnemann University Hospital (HUH) in Philadelphia became the largest U.S. teaching hospital to announce its closure and the closure of all of its graduate medical education (GME) programs, which displaced more than 550 residents, fellows, and other trainees. In addition to the displaced trainees, the HUH closure involved many stakeholders at both the closing hospital and hospitals willing to accept transferred residents and fellows-program directors and coordinators, designated institutional officials (DIOs), and hospital executives-as well as the Accreditation Council for Graduate Medical Education, the Centers for Medicare and Medicaid Services, the National Resident Matching Program, and other organizations. Given the rarity of such events, those involved had little experience or expertise in dealing with the closure of so many GME programs at one time. In this Invited Commentary, the DIOs of HUH and 4 other area teaching hospitals detail their experiences working to find new training opportunities for the displaced residents and fellows, discussing lessons learned and providing recommendations to prepare for any future teaching hospital closures. Stakeholder organizations should work together to develop a "playbook" for use during future closures so that the chaos that occurred this time can be avoided.
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