BackgroundOntario’s large community hospitals (LCHs) provide care to 65% of the province’s hospitalized patients, yet we know very little about their research activities. By searching for research publications from 2013 to 2015, we will describe the extent, type and collaborative nature of Ontario’s LCHs’ research activities.MethodsWe conducted a scoping review by searching PubMed, Embase and the Cumulative Index to Nursing and Allied Health Literature databases from January 1, 2013 until December 31, 2015 for all publication types whose author(s) was affiliated with any of the 44 LCHs. Articles were screened and abstracted by three reviewers, independently. The data were charted and results described using summary statistics, scatter plots, and bar charts.ResultsWe included 798 publications from 39 LCHs and 454 authors. The median number of publications was 7 (Interquartile range (IQR) 23). Observational study design was most commonly reported in over 50% of publications. Program evaluation was the focus in 40% of publications. Primary LCH authorship was observed for 535 publications. Over 25% and 65% of the publications were attributable to 24 authors and 9 LCHs, respectively. There was minimal collaboration both within (21.2%) and between (7.8%) LCHs. LCH size and geographic proximity to academic hospitals had minimal impact on research activity.ConclusionsOntario’s LCHs publish infrequently, collaborate infrequently, and their role in translational research activity is not well defined. A future survey questionnaire to LCH researchers identified through this review is planned to both validate and elicit their interpretations of our study findings and opinions about LCH involvement in research.

Background To ensure continuity of services while mitigating patient surge and nosocomial infections during the coronavirus disease 2019 (COVID-19) pandemic, acute care hospitals have been required to make significant operational adjustments. Here, we identify and discuss key administrative priorities and strategies utilized by a large community hospital located in Ontario, Canada. Methods Guided by a qualitative descriptive approach, we performed a thematic analysis of all COVID-19-related documentation discussed by the hospital’s emergency operation centre (EOC) during the pandemic’s first wave. We then solicited operational strategies from a multidisciplinary group of hospital leaders to construct a narrative for each theme. Results Seven recurrent themes critical to the hospital’s pandemic response emerged: 1) Organizational structure : a modified EOC structure was adopted to increase departmental interoperability and situational awareness; 2) Capacity planning : Design Thinking guided rapid infrastructure decisions to meet surge requirements; 3) Occupational health and workplace safety : a multidisciplinary team provided respirator fit-testing, critical absence adjudication, and wellness needs; 4) Human resources/workforce planning : new workforce planning, recruitment, and redeployment strategies addressed staffing shortages; 5) Personal protective equipment (PPE) : PPE conservation required proactive sourcing from traditional and non-traditional suppliers; 6) Community response : local partnerships were activated to divert patients through a non-referral-based assessment and treatment centre, support long-term care and retirement homes, and establish a 70-bed field hospital; and 7) Corporate communication : a robust communication strategy provided timely and transparent access to rapidly evolving information. Conclusion A community hospital’s operational preparedness for COVID-19 was supported by inter-operability, leveraging internal and external expertise and partnerships, creative problem solving, and developing novel tools to support occupational health and community initiatives.

Background To ensure continuity of services while mitigating patient surge and nosocomial infections during the coronavirus disease 2019 (COVID-19) pandemic, acute care hospitals have been required to make significant operational adjustments. Here, we identify and discuss key administrative priorities and strategies used by a large community hospital located in Barrie, Ontario to manage COVID-19. Methods Guided by a qualitative descriptive approach, we conducted a thematic analysis of all COVID-19-related documentation discussed by the hospital’s Emergency Operations Centre (EOC) during the first pandemic wave. We solicited operational strategies from administrative leaders to construct a narrative for each theme. Results Seven recurrent themes critical to the hospital’s pandemic response emerged: 1) Organizational Structure: a modified EOC structure was adopted to increase departmental interoperability and situational awareness; 2) Capacity Planning: Design Thinking guided rapid infrastructure decisions to meet surge requirements; 3) Occupational Health and Workplace Safety: a multidisciplinary team provided respirator fit-testing, critical absence adjudication, and wellness needs; 4) Human Resources/Workforce Planning: new workforce planning, recruitment, and redeployment strategies addressed staffing shortages; 5) Personal Protective Equipment (PPE): PPE conservation required proactive sourcing from traditional and non-traditional suppliers; 6) Community Response: local partnerships were activated to divert patients through a non-referral-based assessment and treatment centre, support long-term care and retirement homes, and establish a 70-bed field hospital; and 7) Corporate Communication: a robust communication strategy provided timely and transparent access to rapidly evolving information. Conclusions The hospital benefited from an interconnected command structure that focused on inter-operability, communication, novel administrative tools, and community partnerships.