2020
DOI: 10.1002/bjs.11701
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Restructuring the surgical service during the COVID-19 pandemic: experience from a tertiary institution in Singapore

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Cited by 12 publications
(10 citation statements)
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“…Healthcare services are reshaped to face the increasing number of patients and increased demand of intensive care unit (ICU) beds and clinical staff, most of the services opted to cancel the elective surgeries and run virtual outpatient clinics 2 . We have read with a great interest how Low et al 3 . were able to restructure the surgical services in their centre in Singapore, and we concur with what they have mentioned.…”
supporting
confidence: 77%
“…Healthcare services are reshaped to face the increasing number of patients and increased demand of intensive care unit (ICU) beds and clinical staff, most of the services opted to cancel the elective surgeries and run virtual outpatient clinics 2 . We have read with a great interest how Low et al 3 . were able to restructure the surgical services in their centre in Singapore, and we concur with what they have mentioned.…”
supporting
confidence: 77%
“…After the first cases of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) in December 2019 in China, COVID-19 rapidly evolved towards a pandemic, requiring complete restructuring of healthcare systems worldwide [ 1 ]. With more than 6000 cases of COVID-19 diagnosed between March 1st and March 15th, France was one of the first European countries to be strongly affected by the pandemic [ 2 ].…”
Section: Introductionmentioning
confidence: 99%
“… 1 2 We had earlier trialled a similar concept within our surgical department, which had been divided into separate teams which alternated between inpatient and outpatient duty on a rotational basis. 3 Junior staff from the outpatient team provided real-time but remote support to the inpatient team during ward rounds. This reduced junior burn-out rates by obviating the need for the inpatient team to arrive earlier to ‘pre-round’ the patients and increased efficiency while preserving geographical segregation between teams.…”
Section: Methodsmentioning
confidence: 99%