Hospital response challenges and strategies during COVID-19 pandemic: a qualitative study

Mohammadinia, Leila; Saadatmand, Vahid; Khaledi Sardashti, Hassan; Darabi, Saeid; Esfandiary Bayat, Fahimeh; Rejeh, Nahid; Vaismoradi, Mojtaba

doi:10.3389/fpubh.2023.1167411

Cited by 15 publications

(5 citation statements)

References 47 publications

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“…6-8 However, future epidemics should be recognized and managed by organizational teams, for disaster or crisis management in all hospitals. 9,10…”

Section: Discussionmentioning

confidence: 99%

The Strengths and Advantages of SARS-CoV-2 Management of a Southern University Hospital in Thailand

Saejiw,

Choosong,

Sathirapanya

et al. 2024

Asia Pac J Public Health

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“…6-8 However, future epidemics should be recognized and managed by organizational teams, for disaster or crisis management in all hospitals. 9,10…”

Section: Discussionmentioning

confidence: 99%

The Strengths and Advantages of SARS-CoV-2 Management of a Southern University Hospital in Thailand

Saejiw,

Choosong,

Sathirapanya

et al. 2024

Asia Pac J Public Health

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“…While accurate RC levels were estimated in this study by using both the hospital bed capacity and COVID-19 ICU occupancy indicators. The use of these indicators was justified as RC is reflected by the ability of health systems to cope with the pandemic which is highly dependent upon the hospital bed capacity and COVID-19 ICU occupancy [ 46 – 48 ]. Any strains on hospital bed capacity and COVID-19 ICU occupancy would result in limited RC which ultimately could cause an overwhelm healthcare system and an increase in COVID-19 mortality [ 49 – 51 ].…”

Section: Discussionmentioning

confidence: 99%

Utilizing disease transmission and response capacities to optimize covid-19 control in Malaysia

Singh,

Herng,

Iderus

et al. 2024

BMC Public Health

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Objectives Public Health Social Measures (PHSM) such as movement restriction movement needed to be adjusted accordingly during the COVID-19 pandemic to ensure low disease transmission alongside adequate health system capacities based on the COVID-19 situational matrix proposed by the World Health Organization (WHO). This paper aims to develop a mechanism to determine the COVID-19 situational matrix to adjust movement restriction intensity for the control of COVID-19 in Malaysia. Methods Several epidemiological indicators were selected based on the WHO PHSM interim guidance report and validated individually and in several combinations to estimate the community transmission level (CT) and health system response capacity (RC) variables. Correlation analysis between CT and RC with COVID-19 cases was performed to determine the most appropriate CT and RC variables. Subsequently, the CT and RC variables were combined to form a composite COVID-19 situational matrix (SL). The SL matrix was validated using correlation analysis with COVID-19 case trends. Subsequently, an automated web-based system that generated daily CT, RC, and SL was developed. Results CT and RC variables were estimated using case incidence and hospitalization rate; Hospital bed capacity and COVID-19 ICU occupancy respectively. The estimated CT and RC were strongly correlated [ρ = 0.806 (95% CI 0.752, 0.848); and ρ = 0.814 (95% CI 0.778, 0.839), p < 0.001] with the COVID-19 cases. The estimated SL was strongly correlated with COVID-19 cases (ρ = 0.845, p < 0.001) and responded well to the various COVID-19 case trends during the pandemic. SL changes occurred earlier during the increase of cases but slower during the decrease, indicating a conservative response. The automated web-based system developed produced daily real-time CT, RC, and SL for the COVID-19 pandemic. Conclusions The indicators selected and combinations formed were able to generate validated daily CT and RC levels for Malaysia. Subsequently, the CT and RC levels were able to provide accurate and sensitive information for the estimation of SL which provided valuable evidence on the progression of the pandemic and movement restriction adjustment for the control of Malaysia.

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“…[17,18] During the COVID-19 period, numerous families have endured the pain of having their loved ones contract the virus, experience diminished quality of life or even succumb to it. [19] The resulting anger and frustration can be vented through negative ratings on the application platforms, impacting both the CMS Quality Star Rating and social media scores.…”

Section: Discussionmentioning

confidence: 99%

Quality of care and emergency department throughput during the COVID-19 pandemic in a community health system Pandemic in a Community Health System

Chiu,

Toy,

Lin

et al. 2024

JHA

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Objective: This retrospective study explores the strategic plan formulated by AHMC Health System in California, USA, to sustain and improve quality of care and emergency department (ED) efficiency during the COVID-19 pandemic. It also analyzes the plan’s outcomes.Background: The COVID-19 pandemic has posed challenges for both individuals and healthcare industries alike, impacting decision-making and access to care. AHMC faced staff and resource shortages, patient reluctance, and difficulties adapting to rapidly evolving public health guidelines. These challenges highlighted the critical need for effective plans to maintain or improve healthcare quality and ED performance.Methods: AHMC adopted a comprehensive three-layer strategic plan in 2020. The first layer, “Pandemic Response,” focused on leadership, staff training and education, infection control, new treatments, and employee vaccination rates. The second layer, “ED Throughput,” set objectives for metrics such as door-to-doctor (door-to-doc) time, ancillary turnaround time (TAT), ED length of stay (LOS), and the left-without-being-seen (LWBS) rates. Progress was monitored through monthly improvement meetings. The third layer, “Quality Excellence,” tracked improvements in COVID-adapted objectives on quality initiatives, based on CMS Quality Star Ratings, Leapfrog Hospital Safety Grades, and Yelp review scores.Results: By 2023, the three-layer strategic plan had led to many improvements in the quality of care and ED efficiency. AHMC identified 22,287 positive COVID-19 cases, expanded its ventilator inventory by 50%, and enhanced patient outcomes by applying updated treatments. Additionally, AHMC saw a 3% reduction in ED wait times and sustained its overall patient satisfaction rates, CMS Quality Star Rating, and Leapfrog Hospital Safety Grade scores.Conclusions: AHMC’s three-layer strategic plan showed effectiveness in maintaining quality of care and ED efficiency during the COVID-19 pandemic. By focusing on “Pandemic Response,” “ED Throughput,” and “Quality Excellence,” AHMC was able to adapt to the rapidly evolving public health guidelines, expand its capacity to treat COVID-19 patients and sustain its overall patient safety, satisfaction, and quality ratings. The implementation of this plan highlights the importance of proactive and comprehensive strategies in managing healthcare crises.

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Hospital response challenges and strategies during COVID-19 pandemic: a qualitative study

Cited by 15 publications

References 47 publications

The Strengths and Advantages of SARS-CoV-2 Management of a Southern University Hospital in Thailand

The Strengths and Advantages of SARS-CoV-2 Management of a Southern University Hospital in Thailand

Utilizing disease transmission and response capacities to optimize covid-19 control in Malaysia

Quality of care and emergency department throughput during the COVID-19 pandemic in a community health system Pandemic in a Community Health System

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