As we enter year two of the pandemic, the way hospitals function now and in the future is forever changed. Photo via Getty Images

The COVID-19 pandemic has had a drastic effect on every industry throughout the world. Additionally, we have all experienced multiple changes to our daily routine such as schools implementing virtual and hybrid learning while reconfiguring classrooms to promote social distancing and fitness studios closing off every other cardio machine and bench.

But no industry has had to pivot and innovate more than health care, which has been ground zero for the pandemic.

The pace of innovation for hospitals has been at breakneck speed — from the evolution of new treatment protocols to the need to reconfigure physical spaces to support an influx of patients while also promoting a healing environment during this unprecedented time.

Hospitals look and feel a lot different today because of significant modifications that have been made to care for patients and limit exposure to the virus. While a number of these modifications occurred under temporary state waivers, some of these changes may be here to stay.

Adding windows and alternative communication options to every room

Hospitals found that every room is valuable during a pandemic. Identifying and converting any available space, including private rooms like offices, break rooms, and conference rooms, was essential to accommodate an influx of patients during a surge. And when dealing with a highly infectious area, it is imperative to maximize staff and physician efforts while also safely minimizing the amount of time that staff members enter and exit rooms.

One way to do this is by adding windows in doors to promote patient visibility. This increased visibility can improve patient safety while conserving critical personal protective equipment. However, a down side to limiting the amount of times staff members enter and exit rooms is reduced valuable communication opportunities, which is why alternative mechanisms to communicate with patients must be in place in addition to increased visibility.

Implementing additional negative pressure capabilities

Like adding windows to every patient door, negative pressure rooms exist to keep non-contaminated areas free of airborne pathogens. In a negative pressure room, the air in the room is pulled into a room instead of being pushed out of a room, which is very effective in preventing airborne contaminants from escaping the room and infecting other people. But hospitals are not traditionally built with significant numbers of negative pressure rooms as demand for these types of rooms has historically been low.

In addition, the traditional way to design a facility is to spread negative pressure rooms throughout the hospital instead of consolidating them onto specific units. Although not required for COVID-19 patients, negative pressure rooms are helpful in ensuring maximum capabilities within different zones. In instances where negative pressure rooms could not be created, HEPA filters can still be used to "scrub" the air.

Converting anesthesia machines to ventilators

Anesthesia machines are capable of providing life-sustaining mechanical ventilation to patients with respiratory failure from diseases like COVID-19. They are used for this purpose every day in the operating room. Although they are not recommended for long-term ventilator needs, anesthesia ventilators can be modified to provide ventilatory support and are an obvious first-line backup when there are not sufficient ICU ventilators to meet patient care needs.

Building barriers to increase the safety of care

Plexiglass barriers have become a common sight in daily life including the front desks at hospitals. However, hospitals have taken it a step further and have either built or sourced equipment such as intubation boxes, which can be used during the intubation process, which consists of placing a breathing tube into a patient's airway and then connecting it to a ventilator or anesthesia machine if the patient is having surgery. Intubations are often done by an anesthesiologist, intensive care or emergency room provider; however, traditionally we had not often dealt with highly-contagious patients, so providing a higher level of protection is an important step in the containment of this type of virus.

The way healthcare providers enter and exit a COVID patient's room is as important as the proper use of PPE. In a pre-pandemic world, hospitals didn't specifically create spaces or areas within patient floors for staff to remove and discard their PPE and there wasn't any visible signage warning them that they were about to enter or leave a high-risk area. Many hospitals across the country have implemented color-coded zones within their COVID floors to caution staff of the type of precautions they should be taking at any given time. The creation of zones helps to protect staff and reduce contamination opportunities within the unit itself. Red, yellow and green zones using visual markers can be created to help provide staff designated areas that certain processes must be followed such as where PPE must be worn, where it can be donned and doffed and where PPE should not be worn.

Managing complex logistical challenges

Hospitals have been challenged with having to continue to provide uninterrupted care for COVID and non-COVID patients during the pandemic, while also handling, storing and administering vaccines. Hospitals have been at the forefront of the vaccine distribution system, working closely with state and federal officials to distribute vaccines on a large scale and reach the underserved populations that were hit hardest by COVID-19. For example, Baylor St. Luke's chose Texas Southern University, located within the Third Ward of Houston, as a vaccine site to reach communities of color and leverage its accessible location and the school's pharmacy students and faculty. And more recently, the hospital worked with Rice University to administer vaccines at its football stadium, a large venue that can be accessed easily through public transportation. Having these offsite venues with ample space has helped alleviate the space burden on hospitals during the vaccination efforts. Non-traditional healthcare delivery locations like these allow health care providers to administer more doses, closer to targeted communities than would be possible at a single hospital.

As we enter year two of the pandemic, the way hospitals function now and in the future is forever changed. Hospitals continue to learn and adapt during the COVID-19 pandemic, and in case of another pandemic, hospitals are better equipped to quickly pivot to provide care for a surge of patients and to assist in the recovery efforts.

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Liz Youngblood is president of Baylor St. Luke's Medical Center and senior vice president and COO of St. Luke's Health.

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10 sports tech startups named to Houston-based hybrid accelerator

game on

DivInc has named its latest sports tech-focused cohort of its hybrid accelerator that is housed out of the Ion.

The Sports Tech Accelerator has selected the 10 companies — with technology across human performance, fan experience, and more — for its 13th cohort to participate in the 12-week hybrid program this month and through July.

The program receives support from underdog venture team, Women In Sports Tech, The Collectiv, and HTX Sports Tech, with partners Bank of America, J.P. Morgan Chase & Co., Gunderson Dettmer, Brown Advisory, Ion, and Mercury.

The spring 2024 cohort includes:

  • Detroit-based Athlytic, which uses real-time data to develop a recommended minimum price per social platform for creator-athletes.
  • Ballin AI, from Tulsa, Oklahoma, is a unique scouting automation software, transforming the labor-intensive scouting process into a streamlined, data-driven operation that boasts improved efficiency over manual work.
  • Cache AI, founded in Bronx, New York, is a platform that uses AI to generate a score for athletes that brands can use to value them without bias.
  • Prosper, Texas-based DRAFTED is a platform to support the of Latina community in sports through digital storytelling, weekly newsletters, in-person and virtual programming, and collaborative brand partnerships.
  • From Chicago, Drip Tech Co. created an artificial intelligence concierge software that provides real-time hydration monitoring, digestible data, and actionable insights to both athletes and coaches.
  • Canadian company, Drive Hockey, founded in Coquitlam, British Columbia, developed an advanced skill-tracking system for aspiring young hockey athletes using sensors and AI technology to make NHL-level analytics simple & affordable for 120,000 amateur hockey teams.
  • Cincinnati, Ohio-based LunchTable is working on a fan activation and engagement platform that can mobilize fans into digital brand ambassadors.
  • Parscape, co-located in Chicago and Los Angeles, is a rewards and cash-back powered marketplace designed for the golf industry. Houston-based TRAINR is a platform for sports and performance coaches that offers booking, payments, taxes, CRM, content creation, financial services, nationwide access to training locations, and more.
  • From Rochester, New York, WEVOLV is working to improve decision making and a more equitable industry for athletes by using human and artificial intelligence and democratizing access.

Biden administration agrees to provide $6.4 billion to Samsung for making computer chips in Texas

tech development

The Biden administration has reached an agreement to provide up to $6.4 billion in direct funding for Samsung Electronics to develop a computer chip manufacturing and research cluster in Texas.

The funding announced Monday by the Commerce Department is part of a total investment in the cluster that, with private money, is expected to exceed $40 billion. The government support comes from the CHIPS and Science Act, which President Joe Biden signed into law in 2022 with the goal of reviving the production of advanced computer chips domestically.

“The proposed project will propel Texas into a state of the art semiconductor ecosystem,” Commerce Secretary Gina Raimondo said on a call with reporters. “It puts us on track to hit our goal of producing 20% of the world’s leading edge chips in the United States by the end of the decade.”

Raimondo said she expects the project will create at least 17,000 construction jobs and more than 4,500 manufacturing jobs.

Samsung's cluster in Taylor, Texas, would include two factories that would make four- and two-nanometer chips. Also, there would be a factory dedicated to research and development, as well as a facility for the packaging that surrounds chip components.

The first factory is expected to be operational in 2026, with the second being operational in 2027, according to the government.

The funding also would expand an existing Samsung facility in Austin, Texas.

Lael Brainard, director of the White House National Economic Council, said Samsung will be able to manufacture chips in Austin directly for the Defense Department as a result. Access to advanced technology has become a major national security concern amid competition between the U.S. and China.

In addition to the $6.4 billion, Samsung has indicated it also will claim an investment tax credit from the U.S. Treasury Department.

The government has previously announced terms to support other chipmakers including Intel and Taiwan Semiconductor Manufacturing Co. in projects spread across the country.

3 Houston innovators to know this week

who's who

Editor's note: Every week, I introduce you to three Houston innovators to know recently making headlines with news of innovative technology, investment activity, and more. This week's batch includes a one-on-one chat with an energy leader, a founder's latest milestone, and a new high-tech cancer-fighting team.

Mike Francis, CEO and co-founder of NanoTech Materials

NanoTech Materials celebrated its move into a new facility — a 43,000-square-foot space in Katy, Texas, this week. Photo via LinkedIn

A Houston startup has moved into a new space that's more than four times larger than its previous setup — a move that's setting the company up to scale its business.

NanoTech Materials celebrated its move into a new facility — a 43,000-square-foot space in Katy, Texas, this week. The materials science company currently distributes a roof coating that features its novel heat-control technology across the company. Originally founded in a garage, the company has now moved from its 10,000-square-foot space at Halliburton Labs into the larger location to support its growth.

“The new facility allows us to not just focus on the roofing, and that’s growing at a pretty rapid pace, but also stand up different production lines for our next iteration of technologies coming-out," Mike Francis, co-founder and CEO of NanoTech tells InnovationMap. Read more.

Barbara Burger, Houston energy transition leader

Houston energy leader Barbara Burger joins the Houston Innovators Podcast to discuss the energy transition's biggest challenges and her key takeaways from CERAWeek. Photo courtesy

When Barbara Burger moved to Houston a little over a decade ago to lead Chevron Technology Ventures, she wondered why the corporate venture group didn't have much representation from the so-called energy capital of the world.

“I had no companies in my portfolio in CTV from Houston, and I wondered why,” Burger says on the Houston Innovators Podcast.

Much has changed in the ecosystem since then, she says, including growth and development to what the community looks like now.

“There are a few things I’m proud of in the ecosystem here, and one of theme is that it’s a very inclusive ecosystem,” she explains, adding that she means the types of founders — from universities or corporate roles — and the incumbent energy companies. “The worst way to get people to not join a party is to not invite them.”

“No one company or organization is going to solve this. We have to get along,” she continues. “We have to stop thinking that the mode is to compete with each other because the pie is so big and the opportunity is so big to work together — and by and large I do see that happening.” Read more.

David A. Jaffray, director of IDSO and chief technology and digital officer at MD Anderson

MD Anderson’s goal with the new Institute for Data Science in Oncology is to advance collaborative projects that will bring the power of data science to every decision made at the hospital. Photo via mdanderson.org

The University of Texas MD Anderson Cancer Center is one step closer to ending cancer thanks to its new institute that's focused on data science.

MD Anderson’s goal with the new Institute for Data Science in Oncology (IDSO) is to advance collaborative projects that will bring the power of data science to every decision made at the hospital. And now, the IDSO has announced its inaugural cohort of 33 scientists, clinicians, and staff that will bring it to life, joining the already appointed leadership and focus area co-leads.

“By engaging diverse expertise across all of our mission areas, we will enhance the rich and productive data science ecosystem at MD Anderson to deliver transformational impact for patients,” David Jaffray, Ph.D., director of IDSO and chief technology and digital officer at MD Anderson, says. Read more.