THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM - AN IHF SPECIAL FEATURE
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THE IHF COVID-19 RESPONSE
RECOGNITION PROGRAM
AN IHF SPECIAL FEATURE
2021 APPLICATIONS
OPEN UNTIL 25 JANUARY
Apply now to join the third cohort of IHF Young
executive leaders (YEL). 35 young healthcare
professionals from 14 countries already had the
chance to work together in 2019 and 2020 about
various health issues they had in common. You too,
join this adventure and enjoy the chance to exchange
with your peers worldwide on capital healthcare
challenges and opportunities.
Benefits include:
Participate in a highly professional and
interdisciplinary dialogue about various healthcare
topics with a dynamic and friendly group;
Learn from experts through exclusive online
masterclasses;
Host a session at the IHF World Hospital Congress
to be held 8-11 November 2021 in Barcelona, Spain
VIEW MORE INFORMATION
8th - 11th November 2021
People on board:
Transforming Healthcare
Blending agility , responsiveness , resilience
The World Hospital Congress is a unique global forum that brings together leaders of hospitals,
health services, and healthcare organizations to share knowledge, expertise, experiences and best
practices in leadership, management and service delivery.
THEME 1. Digital THEME 2. Towards an THEME 3. People at
and technology driven integrated concept of health the center of healthcare
transformations and care services model: value system transformations
1.1 Artificial Intelligence driven transformations 3.1 How to put citizens at
for smart health and care. 2.1 Enabling the flexibility of the center of health and care.
1.2 Big accurate data: how it organizations to adapt quickly 3.2 Humanistic centered care.
helps us. to changes, addressing
accelerated innovation 3.3 Professionals leading
1.3 How is digital health adoption. transformations: the strength
transforming the way of professionals to promote
health systems are run and 2.2 Key results that really matter: transformation.
healthcare is delivered. patients outcomes as the
driver for better healthcare. 3.4 From health management
1.4 Glocalization: new actors, to ethical leadership
new rules, global healthcare 2.3 Health and care sustainability
invaders in the local supported by applied research
healthcare set. and innovation adoption.
2.4 Global Healthcare, global
mobility, global access:
towards a liquid borderless
healthcare system.
Join us in
More information at:
https://worldhospitalcongress.org
Organisers
Technical secretariat: GrupoRIC
T. +34 93 410 86 46 . ihf@gruporic.com . www.gruporic.com/en-gb/IHF
CONTENTS
33
Manila Doctors Hospital launches
accessible healthcare for deaf
patients amid the pandemic
Manila Doctors Hospital,
Philippines
35
Madrid’s Regional Ministry of Health
safeguards frontliners through
a streamlined PPE procurement
system
Regional Ministry of Health, Madrid
Health Service, Spain
05
Foreword
20
Hong Kong transforms convention centers, 37
Ronald Lavater, Chief Executive Officer, resorts to help public hospitals in COVID fight Myongji Hospital leads South
International Hospital Federation Hospital Authority, Hong Kong Korea’s pandemic response with
an innovative dual-track healthcare
22
system
Foreword
Myongji Hospital, Myongji Medical
Dr. Lawrence Lai, Committee
Foundation Korea
Chairman, Program Committee Hospital Regional del Instituto
06
Salvadoreño del Seguro Social sets the
40
standard in El Salvador with integrated
pandemic response
Hospital COVID Instituto Salvadoreño del
Program Committee Members Seguro Social San Miguel, El Salvador Northwell Health leads New York’s
pandemic response with humanity
and innovation
07
List of Recognized Hospitals
25
Hospital Márcio Cunha upholds its
Northwell Health, USA
philanthropic legacy by providing humane
healthcare to vulnerable patients 42
09 Hospital Márcio Cunha, Brazil Madeira stays ahead of regional
28
peers with a proactive COVID
Japan’s Ashikaga Red Cross Hospital strategy
capitalizes on modern design to battle Secretaria Regional de Saúde e
COVID-19 Singapore clinicians build pioneering Proteção Civil, Madeira, Portugal
Japanese Red Cross Ashikaga low-cost ventilator for COVID-19 patients
Hospital, Japan SG-INSPIRE, Singapore
12 31 44
Pathology Queensland beats
Augusta Victoria Hospital shelters Pregnant in a pandemic: Lagos Island logistics barriers to deliver
high-risk patients amid pandemic Maternity Hospital keeps expecting statewide testing capability
and political conflict mothers safe as COVID rages Pathology Queensland,
Augusta Victoria Hospital, Palestine Lagos Island Maternity Hospital, Nigeria Queensland Health, Australia
15
Dubai Health Authority’s dynamic Established in 1929, the International Hospital Federation is an international
Shield Programme halts pandemic spread not for profit, non-governmental membership organization. Its members
through innovation and collaboration are worldwide hospitals and healthcare organizations having a distinct
Dubai Health Authority, relationship with the provision of healthcare. IHF provides its members with
United Arab Emirates a platform for the exchange of knowledge and strategic experience as well as opportunities for
international collaborations with different actors in the health sector. IHF recognizes the essential
17
role of hospitals and health care organizations in providing health care, supporting health services
and offering education. Its role is to help international hospitals work towards improving the level of
the services they deliver to the population with the primary goal of improving the health of society.
Groote Schuur Hospital uses an www.ihf-fih.org
innovative multidisciplinary
The opinions expressed in this publication are not necessarily those of the International Hospital
strategy to win the COVID war
Federation. All rights reserved. No part of this publication may be reproduced or used in any
Groote Schuur Hospital, South Africa
manner without the written permission of the copyright owner.
4 IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature www.ihf-fih.org
FOREWORD
This once-in-a-century pandemic has shown us that even in Across the globe, healthcare workers have shown
the most difficult situations, healthcare professionals will innovation, altruism, and dedication in fighting
always find ways to uphold their oath of caring for the sick. As the COVID-19 pandemic. Although we are in
you read through these pages, you will find that healthcare unprecedented challenging times, hospital leaders
professionals and organizations across the world have along with their frontline staffs rose to the challenge
skillfully adapted and innovated throughout the course of this unprecedented and transformed their operations and services in order to provide the
global health crisis. best care possible for their patients and communities.
We are honored that a total of 103 hospitals and healthcare organizations Through the vision of Dr. Eric de Roodenbeke, the International
from 28 countries have spared the time and effort to participate in Beyond Hospital Federation launched the Beyond the Call of Duty recognition
the Call of Duty. These institutions ranged from relatively small health centers program to highlight the pivotal role that hospitals played in the
or standalone hospitals, to major acute general hospitals, national health and battle against COVID-19 and to showcase a sampling of the many
hospital networks, dental and pathology services, and even health authorities powerful and heartfelt stories.
or ministries of entire regions or countries. We called the recognition program Beyond the Call of Duty to
Some of these organizations would normally be providing services draw attention to the extra efforts hospitals, their clinical personnel
exclusively for a select group of patients, such as women and children, the and leadership teams have made in the fight against COVID-19. Like
hearing impaired, or terminally ill patients. And yet, when the pandemic soldiers heading to battle, this phrase reflects the immense bravery
struck, all of these healthcare providers went out of their way to respond to the shown by our frontline healthcare staff and leaders in the face of great
COVID-19 pandemic by providing enhanced and uninterrupted care for their adversity. One of our main goals is to gather diverse and outstanding
patients and community in their own unique and innovative way. stories of how hospitals responded to the pandemic from different
Each of the entries we have received has its own unique story to tell. regionals of the world. We opened the call for entries in July, and we
Despite this, there are also some striking similarities in the way hospitals have have received an overwhelming number of submissions from various
responded to the pandemic. For example, most hospitals would respond to hospitals and health service providers across the globe. Each entry tells
the pandemic by evolving from phase to phase. This starts with a preparatory a compelling story of how hospitals and their dedicated teams have
phase, where hospitals formulate their own pandemic response plan and remained steadfast in their work even under extremely demanding
infection control policies under the direction of relevant health authorities. circumstances not seen since the 1918 influenza pandemic.
This then evolves to the battle phase, where hospitals have to use all resources Even after the pandemic, we believe that some of the innovations
at their disposal to rapidly build their capacity for diagnosing, isolating and and new approaches which were used to respond to this crisis will
treating the unending number of patients with suspected or confirmed continue to be beneficial for the hospital industry. For example, the
COVID-19. This finally leads to the recovery phase, where hospitals have to use of digital health solutions will provide greater access to many
create and establish a new norm for service delivery when the COVID situation patients in a more efficient manner past the crisis. The use of digital
is under control, in order to ensure that the care for non-COVID patients would health has long been underway in most hospitals and health systems;
not be adversely compromised. COVID-19 only served to rapidly accelerate its use and adoption by
Different hospitals also faced similar challenges. First, each had to find both providers and patients.
effective ways and means to isolate and contain the rapid spread of the disease As the new Chief Executive Officer, the International Hospital
in their own community and healthcare setting. Second, each facility had to Federation as a global organization will continue its commitment to
rapidly plan and build capacity for the management of an unprecedented helping hospitals and healthcare organizations deliver better services
number of suspected and confirmed COVID-19 patients. Lastly, healthcare at all levels. For over nine decades, we have been the voice of hospitals
organizations had to ensure that their staff are protected from contracting worldwide. Through our work, we aim to provide a platform where
the disease by providing proper and adequate Protective Personal Equipment the global healthcare community can share their knowledge and
(PPE) and by ensuring that they are working in a safe environment. improve their performance in catering to the needs of people across
The entries we have received show the endless ingenuity and dedication the globe.
of healthcare professionals across the globe. If possible, all should be selected Now more than any other time in recent history, there is a need
for this special publication. That said, the entries in the following pages are for international collaboration among our health services. Through
designed to show how different hospitals in various countries all over the this recognition program, the IHF aims to shine a light at some of
world have been responding to the pandemic in a way which is unique to the many hospitals which had a significant positive impact during
their own situation and circumstances. this time of uncertainty and provide hospitals a platform to share
I wish to commend all hospitals which have participated in this Recognition their stories and knowledge to the world. By fostering international
Program for having braved this pandemic beyond their call of duty. We owe collaboration, our goal is to not only bring solutions to the present
much to the hospitals and their healthcare workers, for their response to this crisis but also to help the healthcare sector become ready for similar
dreaded disease is a testament of their altruism, dedication, professionalism situations in the future. We are extremely grateful to our members
and hard work under the most trying circumstances. On behalf of the IHF, and partners who have helped make this program a success, and we
I would also like to express my heartfelt thanks to all members of the Review honor our hospitals and their teams who have worked endless hours
Committee for their invaluable advice, support and contribution, without and faced physical and mental exhaustion for most of this year in the
which this recognition program would not have been as successful. fight against COVID-19.
Dr. Lawrence Lai Ronald Lavater
Committee Chairman, Program Committee Chief Executive Officer, International Hospital Federation
www.ihf-fih.org IHF Beyond the World
Call of Hospitals
Duty for COVID-19:
and Health
AnServices
IHF Special
Vol. Feature
55 No. 2 5
PROGRAM COMMITTEE MEMBERS
Dr. Lawrence Lai
Honorary Member, IHF
(Hong Kong)
Prof. Carlos Pereira Alves Dr. Sita Ratna Devi Mr. Charles Evans
President, Portuguese Chair, Board of Trustees, Honorary Member, IHF;
Association for Hospital International Alliance of President, International
Development (Portugal) Patient Organisations Health Services Group
(India)
Dr. Anna Garcia-Altes Dr. Ann-Lise Guisset
Director, Catalan Health Integrated Health Ms. Triona Fortune
System Observatory, Services Department, Managing Director,
Agency for Health World Health Fortune Quality
Quality and Assessment Organization Accreditation Services
of Catalonia (Spain) (Switzerland) (FQAS) (Ireland)
Dr. Kwang Tae Kim Dr. Satoru Komatsumoto Ms. Salma Jaouni
Past President, IHF; Chief Executive Officer Chief Executive Officer,
Chairman, Daerim and Director, Ashikaga Health Care Accreditation
Saint Mary’s Hospital Red Cross Hospital; Vice- Council (Jordan)
(South Korea) President, Japan Hospital
Association; President,
Asian Hospital Federation
(Japan)
Dr. Wui-Chiang Lee
Dr. Layla McCay Chief, Department
Director of International Dr. Erik Kreyberg
Normann of Medical Affairs
Relations, NHS and Planning, Taipei
Confederation (United Past President, IHF; CEO,
Normann Consulting Veterans General
Kingdom) Hospital (Taiwan)
(Norway)
Dr. Bernardo Ramirez Ms. Alison Verhoeven
Ms. Jehan Al Fannah Director of Global Chief Executive,
Head of Performance Initiatives HMI/COHPA, Australian Healthcare
Improvement, Royal University of Central and Hospitals
Hospital (Oman) Florida (USA) Association (Australia)
6 IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature www.ihf-fih.org
LIST OF RECOGNIZED HOSPITALS
The IHF Beyond the Call of Duty for COVID-19 Recognition
Program recognizes over 100 hospitals across 28 countries
The International Hospital Federation (IHF) has designated of healthcare, from technological innovations in diagnosis
the 15th of December as a global day of awareness for hospital and treatment, to restructuring workflow systems and
and health service providers that have delivered exceptional doctor-patient interactions.
service amid the coronavirus pandemic. The International Hospital Federation Beyond the Call of
After a call for entries in July, the IHF is awarding special Duty for COVID-19 Program is sponsored by the Japanese
recognition to 103 hospitals and health service providers Red Cross Ashikaga Hospital – Nikken Group and the
across 28 countries for demonstrating initiative, agility, International Federation of Pharmaceutical Manufacturers &
and an incredible capacity to innovate under extraordinary Associations (IFPMA).
circumstances. They have instituted changes in the provision Below is the list of all recognized institutions.
Beyond the Call of Duty for COVID-19 Recognized Hospitals and
Health Service Providers
■ Clínica Modelo Lanús (Argentina)
■ Dental Health Services Victoria (Australia)
■ Heathcote Health & Energesse (Australia)
■ Pathology Queensland, Queensland Health (Australia)
■ Royal Brisbane and Women's Hospital (Australia)
■ SA Pathology (Australia)
■ Hospital of the Brothers of St. John of God Vienna, Austria (Austria)
■ Clinique Saint-Luc Bouge (Belgium)
■ UZ Brussel (Belgium)
■ Hospital de Cubatão (Brazil)
■ Hospital Márcio Cunha (Brazil)
■ Hospital Municipal Carlos Chagas (Brazil)
■ Pronep Life Care Sodexo (Brazil)
■ Hospital COVID Instituto Salvadoreño del Seguro Social San miguel (El Salvador)
■ Hospital Nacional de Ilobasco (El Salvador)
■ Hospital Nacional Rosales (El Salvador)
■ Hospital Nacional San Juan De Dios de San Miguel (El Salvador)
■ Hospital Nacional San Pedro (El Salvador)
■ Onassis Cardiac Surgery Center (Greece)
■ Hospital Authority (Hong Kong)
Beyond the Call of Duty for COVID-19
Recognized Hospitals is sponsored by... ■ Apollo Health & Lifestyle Ltd. (India)
■ Apollo Speciality Hospitals - Madurai (India)
■ Bharath Clinics and Women's Speciality Trust (India)
■ Fortis Hospital Mohali (India)
■ APSS - Healthcare Trust of the Autonomous Province of Trento (Italy)
■ Japanese Red Cross Ashikaga Hospital (Japan)
■ Istiklal Hospital (Jordan)
■ Prince Hamza Hospital (Jordan)
■ Royal Medical Services (Jordan)
■ The Specialty Hospital (Jordan)
■ Asan Medical Center (Korea, Republic of)
■ Korea Workers' Compensation and Welfare Services Daegu Hospital (Korea, Republic of)
■ Myongji Hospital, Myongji Medical Foundation (South Korea)
■ National Health Insurance Service Ilsan Hospital (South Korea)
■ Al Amiri Hospital (Kuwait)
■ Taiba Hospital (Kuwait)
■ Lagos Island Maternity Hospital (Nigeria)
■ Aster Al Raffah, Hospital (Oman)
■ Royal Hospital (Oman)
■ Augusta Victoria Hospital (Palestinian Territories)
■ The Aga Khan University Hospital, Karachi (Pakistan)
■ Caba District Hospital (Philippines)
www.ihf-fih.org IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature 7
LIST OF RECOGNIZED HOSPITALS
Photo courtesy of Northwell Health, USA
■ Dr. Jose N. Rodriguez Memorial Hospital and Sanitarium ■ Consorci Sanitari de l'Alt Penedès i Garraf (Spain)
(Philippines) ■ Consorci Sanitari Integral (Spain)
■ Makati Medical Center (Philippines) ■ Institut Català de la Salut (Spain)
■ Manila Doctors Hospital (Philippines) ■ Regional Ministry of Health. Madrid Health Service (Spain)
■ Mariano Marcos Memorial Hospital and Medical Center ■ Sant Joan de Déu Serveis Sociosanitaris – Esplugues de
(Philippines) Llobregat (Spain)
■ National Kidney and Transplant Institute (Philippines) ■ Antai Medical Care Corporation Antai Tian-Sheng Memorial
■ Region II Trauma and Medical Center (Philippines) Hospital (Taiwan)
■ Vicente Sotto Memorial Medical Center (Philippines) ■ Cheng Hsin General Hospital (Taiwan)
■ SPZOZ Człuchów (Poland) ■ Dr. Hung’s ENT Clinic (Taiwan)
■ APDP - Diabetes Portugal (Portugal) ■ Al Zahra Hospital Dubai (United Arab Emirates)
■ Centro Hospitalar de Entre o Douro e Vouga, EPE (Portugal) ■ Aster DM Healthcare (United Arab Emirates)
■ Centro Hospitalar de Vila Nova de Gaia/Espinho, EPE ■ Aster Hospitals (United Arab Emirates)
(Portugal) ■ Aster Pharmacy & Clinics (United Arab Emirates)
■ Centro Hospitalar Universitário Lisboa Central (Portugal) ■ Dubai Health Authority (United Arab Emirates)
■ Centro Hospitalar Universitário Lisboa Norte (Portugal) ■ Latifa Women And Children Hospital (United Arab Emirates)
■ Centro Hospitalar Universitário São João (Portugal) ■ Medcare Hospital Dubai (United Arab Emirates)
■ Hospital Arcebispo João Crisóstomo, Cantanhede (Portugal) ■ Medcare Women & Children Hospital (United Arab Emirates)
■ Hospital Center Trás-Os-Montes e Alto Douro (Portugal) ■ Rashid Hospital (United Arab Emirates)
■ Hospital de Cascais (Portugal) ■ UAE Ministry of Health & Prevention- MOHAP (United Arab
■ INEM - Instituto Nacional de Emergência Médica, IP Emirates)
(Portugal) ■ Advocate Aurora Health (United States)
■ IPO de Coimbra, Francisco Gentil, EPE (Portugal) ■ Bon Secours (United States)
■ Instituto S. João de Deus (Portugal) ■ Bristol Hospital, Inc. (United States)
■ Santa Casa da Misericórdia de Riba D´Ave (Portugal) ■ Cone Health (United States)
■ Secretaria Regional de Saúde e Proteção Civil (Portugal) ■ Freeman Health System (United States)
■ SPMS and DGS (Portugal) ■ North Oaks Health System (United States)
■ Unidade Local de Saúde da Guarda, EPE (Portugal) ■ Northwell Health (United States)
■ Aster Sanad Hospital (Saudi Arabia) ■ Norwegian American Hospital (United States)
■ SG-Inspire (Singapore) ■ Novant Health (United States)
■ Tan Tock Seng Hospital (Singapore) ■ Providence (United States)
■ Groote Schuur Hospital (South Africa) ■ Rush University Medical Center (United States)
■ Althaia, Xarxa Assistencial Universitaria de Manresa, FP (Spain) ■ Trinity Health (United States)
■ Consorci Hospitalari de Vic (Spain) ■ UCHealth University of Colorado Hospital (United States)
8 IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature www.ihf-fih.org
Japanese Red Cross Ashikaga Hospital, Japan
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
Japan’s Red Cross Ashikaga Hospital capitalizes
on modern design to battle COVID-19
Japanese Red
Cross Ashikaga
Hospital
Japan
WHEN THE Japanese Red Cross Ashikaga
Hospital first opened its doors in 2011, it
stood out in the Japanese healthcare
system because all of its rooms were
private. This set-up is a rarity in Japan,
where most hospitals offer shared rooms
or ward beds. Nine years later, when the “With the emergence of the pandemic, Each of its rooms also uses air-catalyzed
pandemic struck, Ashikaga Red Cross our hospital is the only hospital disinfection coating (HBE), which
Hospital’s unique and modern design designated by the government to accept degrades harmful substances such as
worked to its advantage in caring for severely ill COVID-19 patients in the viruses and volatile organic compounds.
COVID-19 patients. Tochigi Prefecture,” he added. With the looming COVID-19 outbreak
“When planning the hospital’s early in 2020, the hospital immediately
construction, my vision was not only to Advanced infection control systems planned and put in place a robust plan
build the hospital as a next-generation Even before the pandemic, Japanese to further enhance infection control
green hospital, the first in Japan, but also Red Cross Ashikaga Hospital already capacities and capabilities in combatting
as a safe hospital with great emphasis on had protocols in place to deal with the pandemic. “The Japanese Red Cross
infection control facilities for prevention infectious diseases. The hospital has an Ashikaga Hospital is a JCI certified
and containment of nosocomial infections infection control zone set up on the 9th hospital. Our staff have sufficient
as well as management of patients with floor, equipped with High-Efficiency knowledge of infection control and
highly contagious diseases,” explained Dr. Particulate Air (HEPA) filters to protect are required to attend obligatory PPE
Satoru Komatsumoto, Hospital Director. patients and healthcare workers alike. training twice a month. Because of this,
www.ihf-fih.org IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature 9
Japanese Red Cross Ashikaga Hospital, Japan
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
coupled with our advanced infection
control facilities, our hospital is therefore
always prepared for major infectious
disease outbreaks at all times,” Dr.
Komatsumoto explained.
First, the hospital converted its
auditorium to allow it to be used as an
isolation facility for COVID-19 patients.
The auditorium was originally intended
to double as an evacuation center for
disaster victims, with emergency cots
stored under the stage and medical
gases available through wall fittings.
With the advent of the pandemic, the
hospital constructed isolation booths
separated by clamped wooden frames.
These booths are named tsu-na-gi,
which means “to connect” in Japanese.
Second, the hospital set up a solar
carport with infection control tents to
serve as a triage area for suspected or
confirmed COVID-19 patients. “The tents
allow patients to access the hospital
without getting wet in the rain, and the
electricity generated by the solar panels
would be used to reduce CO2 emissions.
In the event of an outbreak or disaster,
we are also considering installing tents
under the carport as a triage area. With its
facility infrastructures, such as manhole
toilets, water supply and ready access to protect its staff. For instance, it has hood is enclosed by a vinyl curtain, and it
to power, our solar carport and isolation introduced and used a new exhaust is fitted with a HEPA filter to supply clean
tents are well equipped for COVID-19 hood for face-to-face infection control. air. These reduce the risk of infection
outbreaks or other disasters,” Dr. Satoru The exhaust hood separates medical through patient droplets.
explained. personnel and patients while still Other changes include the use
The hospital also designed new ways allowing face-to-face interactions. The of AI camera systems to detect the
body temperatures of those visiting
the hospital. The system can also
prevent visitors who are not wearing
masks from entering the hospital. This
prevents potentially infectious persons
from entering the hospital compound.
10 IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature www.ihf-fih.orgJapanese Red Cross Ashikaga Hospital, Japan
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
The hospital has also installed UV air purifiers
in the cafeteria used by medical staff.
“After having treated about 50 severe
COVID-19 patients and performed over
2000 PCR tests for suspected patients to
date, I am happy to say that we have risen
to the challenges of COVID-19. With our
well-equipped infection control facilities
and knowledgeable staff, we have no
nosocomial infections or clusters in our
hospital, and most importantly, none of
our health care staff have been infected
by this dreaded disease,” Dr. Satoru noted.
State-of-the-art design and facilities
The Japanese Red Cross Ashikaga The hospital’s single-occupancy rooms order to safeguard both the people and
Hospital is a state-of-the-art facility that were designed to provide the best building in case of a major earthquake.
features an environment-friendly and environment for the care and recovery The entire structure is supported by 157
disaster-resistant design. The hospital was of patients. Multiple-occupancy rooms, huge dampers and stabilized by shock-
constructed in collaboration with various by their very nature, drastically reduce a absorbing pistons.
stakeholders, including experts from the patient’s privacy while further increasing the In the coming years, the hospital aims to
Department of Facility Sciences at the risk of disease transmission. Other factors solidify its position as the central hospital
National Institute of Public Health and such as room temperature preferences, for the Ryomo region. It will strengthen
architectural experts from Tokyo University, odors, sounds and voices also negatively coordination with other members of
Nagoya University, Hiroshima International impact the patient’s hospital experience. the regional medical community and
University, Hokusho University and Tokyo The entire hospital complex is a next- engage in the further enhancement of
Metropolitan University. generation green hospital designed to emergency, disaster relief, perinatal and
For instance, rather than a single large lower energy needs and CO2 emissions. other medical care delivery systems.
structure, the hospital was designed in a It has its own solar and wind renewable As Japan’s demographics evolve, the
modular way, centered on the main ward energy system to offset its energy needs, Japanese Red Cross Ashikaga Hospital
building. The central treatment building, and it also has roof-mounted green plant will continue to work to reevaluate,
outpatient building and others are zones and a groundwater heat pump improve and adapt its doctors, nurses,
separate structures designed to be able to system. Moreover, the hospital utilizes administrative staff and facilities to meet
be changed or expanded in the future. the latest quake-absorbing technology in this challenge.
www.ihf-fih.org IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature 11Augusta Victoria Hospital, Palestinian Territories
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
Augusta Victoria Hospital shelters high-risk
patients amid pandemic and political conflict
Augusta Victoria
Hospital
Palestinian
Territories
ARMED WITH compassion and
dedication, healthcare professionals in
Jerusalem’s Augusta Victoria Hospital
(AVH) are fighting COVID-19 in extremely
difficult circumstances. The hospital,
which provides specialized cancer and
dialysis treatment in Palestine, grapples
both with the pandemic and the effects
of a long-running territorial conflict.
AVH has no emergency room or
ambulance, and its patients are the
highest risk group imaginable. The
hospital, therefore, took every precaution
to protect its vulnerable patients and
the staff who attend to them. When the
first cases of COVID-19 were detected in
Palestine, AVH immediately activated
its Emergency Preparedness Plan,
which included establishing strict health
protocols and scaling down operations.
“The obstacles that we faced were the
political conflict and financial challenges,
along with the accumulating debts
of the Palestinian Ministry of Finance.
Additionally, due to the country’s
lockdown, it was more challenging to
receive essential pharmaceuticals and
supplies for our regular cancer patients
and it wasn’t easy to find ventilators suspected and/or confirmed cases of companions are paramount. Many of its
for COVID-19 patients,” stated Walid cancer and dialysis patients. Moreover, four patients and most of its staff come from
Nammour, Chief Executive Officer at AVH. separate tents for donning and doffing the Bethlehem district, which endured a
AVH responded quickly to the were also established, and the staff was strict lockdown when COVID cases were
pandemic despite these obstacles. Within trained on proper protective techniques first detected in the West Bank. To ensure
a week, a triaging tent was set up at and how to transfer medications and that its patients continued to receive
the AVH entrance to assess everyone’s meals to infected and suspected cases. the care they need, around 300 patients
symptoms before entering the facility. AVH staff actively investigated, mapped, who require essential treatments were
Non-urgent procedures were postponed, and isolated infected cases, which has accommodated at five different hostels.
while essential healthcare services such significantly helped in controlling the Staff from infected areas were also
as hemodialysis and chemotherapy were virus. accommodated.
continued. “Since cancer and hemodialysis are
Three external centers on campus Service beyond healthcare essential treatments that cannot be
were also modified and remodeled with At AVH, concern for the human postponed or delayed, AVH had to provide
necessary medical equipment to receive rights and dignity of patients and their all that was necessary to continue with
12 IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature www.ihf-fih.orgAugusta Victoria Hospital, Palestinian Territories
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
these services while providing a safe
environment to these high-risk groups
and the staff in contact with them,”
Nammour shared.
AVH also provided free transportation
to patients while maintaining social
distancing protocols. All meals, snacks
and beverages were also made
freely available. Medications, also
complimentary, were even delivered to
patients in order to limit the number of
people reaching the hospital. To date, AVH
remains the only hospital in the region
that provides free accommodations,
transportation, and food for patients,
companions, and staff.
Although AVH is not a COVID treatment
hospital, it still established an isolated
laboratory section to test COVID-19
specimens. AVH is the only hospital in
“Thinking Ministry of Health, District Coordination
Offices (DCO) and governors of different
Jerusalem to provide COVID-19 testing
for its staff and patients. Thanks to its
and working cities. These efforts ensured the smooth
movement of patients and staff to and
in-house testing capability, test results
are made available within just three to
strategically, from the hospital. AVH also cooperated
with other hospitals in the West Bank to
four hours. Currently, a new and fully-
equipped unit has also been built to
setting priorities, coordinate treatment for patients who
could not be accommodated at the AVH
isolate suspected cases. This effort has halting non- facility.
not been done elsewhere in Palestine. AVH’s efforts have been recognized
urgent services, by the international community.
Emerging from the crisis
and ensuring
A major stakeholder, the Lutheran World
Against all odds, AVH has been able Federation, lauded AVH’s activities during
safe delivery
to successfully manage the COVID-19 the pandemic and has also recognized its
pandemic and provide exceptional humanitarian staff who continue working
services to its patients and staff. AVH’s
remarkable pandemic response was of services with passion despite pressure and stress.
International media outlets, such as the
made possible by the tireless dedication
of its staff and stakeholders. Healthcare were all critical renowned Al-Jazeera TV channel, have
also covered AVH’s efforts at managing
workers had to either stay away from
their homes or put their families at risk for
in managing the pandemic.
After postponing its non-urgent
the sake of fulfilling their duties. Hospital
executives treated its staff as heroes,
the COVID-19 services from March to May, AVH has
since resumed full operations after having
providing free meals and accommodation
for all and extending leave privileges for
situation.” successfully dealt with the first wave of the
pandemic. It also plans to move forward
staff who become infected. with establishing new services such as
“Thinking and working strategically, Walid Nammour, CEO palliative care and geriatric care centers.
setting priorities, halting non-urgent “AVH will continue serving the
services, and ensuring safe delivery of A comprehensive communication Palestinian population in the provision of
services were all critical in managing system was also crucial to AVH’s pandemic the highest standards of diagnostic and
the COVID-19 situation. Our success was response. AVH established robust internal clinical health services, all in an effective,
supported by our team spirit and sense and external communication plans efficient, and sustainable manner.
of ownership, staff compassion and during the pandemic, providing constant Nevertheless, AVH is still taking every
commitment, the support of stakeholders, updates to its staff and stakeholders. To precaution to keep its patients and staff
and above all, the selfless value system guarantee its uninterrupted operations, safe, while promoting medical excellence,
that AVH has efficiently internalized and AVH also liaised with both Palestinian and professionalism and quality service,”
implemented,” Nammour noted. Israeli government entities, such as the Nammour said.
www.ihf-fih.org IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature 13ADVERTORIAL
The road to building trust Controlling this pandemic is ultimately
about vaccinations, not vaccines, and
in COVID-19 vaccines we need to start planning vaccination
campaigns now. The International
Hospital Federation’s (IHF) “Beyond The
VACCINES ARE one of the most cost regulatory standards for approval of Call of Duty for COVID-19” Response
effective interventions we have to COVID-19 vaccines and have committed Recognition Program acknowledges
safeguard public health and yet during to publish all the clinical trials in peer outstanding and innovative responses
this pandemic we have seen a decrease reviewed publications, publishing to the pandemic. The courageous
in public confidence. The latest World details to an extent like never before; work hospitals and healthcare workers
Economic Forum/Ipsos survey found whether they are good or bad. By doing showcased during this difficult period
that the number of people willing to get this, we hope to address concerns of highlights the vital role they play in caring
a COVID-19 vaccine has dropped to 73% people who are vaccine hesitant. It is to for us as well as protecting us.
from 77%. This is a major concern as we nobody’s advantage that either vaccine When COVID-19 vaccines will start
cannot achieve a global herd immunity manufacturers, or regulators for that to be deployed, we must respect that
if too many people opt-out of receiving matter cut corners. It will only serve to some people might be anxious about
the vaccine due to mistrust. COVID-19 undermine the unprecedented efforts of getting them, and it will be important
anywhere remains a threat everywhere all involved. that we can answer all their concerns and
and so a global concerted effort is a COVID-19 has made us realize the demonstrate that safety and effectiveness
prerequisite to overcoming the pandemic. critical role that healthcare professionals has never been compromised. As
The survey highlighted the biggest (HCPs) play to tackle the global pandemic, countries take on the huge task of rolling
vaccine confidence concerns among but also to continue to provide essential out immunization programs, HCP will be
responders were around side effects health services. They are the backbone called upon again. We thank them, we
and fears that clinical trials were moving of any health systems and without them, applaud them; and we want to support
too fast. Responding to the concerns hospitals, primary care centres and them in helping answer those questions
underscores the importance of trusted outpatient facilities would come to a that we can. Vaccine makers and the
voices to explain how vaccines work, how grinding halt. It will be paramount that biopharmaceutical industry as a whole,
the clinical trials for COVID vaccines are HCPs feel confident about COVID-19 will be on the front foot, explaining how
just as thorough than for other vaccines, vaccines, first as individuals, but also vaccines are produced, distributed, and
and how regulatory agencies must and because HCPs are usually the first port monitored. It is in all of our best interest.
are scrutinising all the data and where of call for people either receiving or
possible sharing them widely. enquiring about vaccines. They are a
Since the start of the pandemic, pillar in their communities and a trusted Thomas B. Cueni
Director General of International
vaccine makers have voiced their strong platform to quell fears or worries patients Federation of Pharmaceutical
commitment to rigorous scientific and may have surrounding the vaccine. Manufacturers (IFPMA)
14 IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature www.ihf-fih.orgDubai Health Authority, UAE
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
Dubai Health Authority’s
dynamic Shield Programme
halts pandemic spread through
innovation and collaboration
Dubai Health
Authority
UAE
WHILE MUCH of the world was still
oblivious to COVID-19, the Dubai Health
Authority (DHA) was already laying the
groundwork for an aggressive system to
fight the virus. As early as January 2020,
the DHA had formulated its pioneering
Dubai Shield Programme.
The Dubai Shield Programme is
composed of four main initiatives.
The first project involved increasing
Dubai’s COVID-19 testing capacity, while
the second focused on boosting the
availability of isolation and quarantine
facilities. The third project was centered
on improving the treatment and
hospitalization of COVID-19 patients.
Lastly, the fourth initiative involved
creating a city-wide network for real-time
communicable disease surveillance.
Staying one step ahead
Under the Dubai Shield Programme,
DHA introduced a Novel Collaborative to increase the number of available The DHA also paid particular attention
Approach among the public and private isolation beds. Apart from building new to ensure that critical care services were
sector, allowing it to rapidly increase the facilities, the DHA also converted 59 not interrupted. It helped hospitals
testing capacity of its hospitals from hotels and non-medical buildings into shift smoothly to telemedicine where
300 tests to over 15000 tests per day quarantine & isolation facilities. As a applicable, but essential services
and raising Dubai’s overall daily testing result, DHA’s capacity of isolation beds continued to be provided on-site. A key
capacity to 80,000 tests per day. All went up from 250 to 46,000 beds. enabler towards DHA’s continuity of
PCR tests were processed through a After securing its testing and isolation care was the Doctor for Every Citizen
unified laboratory information system, capability, the DHA then enhanced its (DFEC) which DHA had launched in
allowing the DHA to maintain a 24-hour attention to ensure the provision of December 2019. DFEC provides 24/7
turnaround time for test results. highest-quality treatment for COVID-19 medical consultancy services focusing
By using prefabricated modular patients. Despite a global shortage of mainly on patients at highest risks of
materials, the DHA was able to build new medical supplies, the DHA succeeded exposure including elderlies, immunity
healthcare facilities within just 60 days, in ensuring the availability of ventilators, diseases’ & chronic diseases’ patients.
whereas such projects would typically medicines, and personal protective Compared to 877 beneficiaries during
take seven months to complete. The DHA equipment to safeguard patients’ Dec-Feb2020, DFEC benefited more
also collaborated with the private sector recovery. than 45,000 patients since March 2020.
www.ihf-fih.org IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature 15Dubai Health Authority, UAE THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM The DHA’s Blood Donation Centre was also successful in maintaining adequate blood supply, creating separate pathways for COVID-19 plasma donations and a new temporary location for COVID-free donations. Last but not least, the Dubai Shield Programme also implemented a real-time communicable disease management system known as the Hasana Project. Hasana enables an emirate-wide network for reliable, accurate and real-time communicable disease oversight. It provides a unified system that connects public and private healthcare facilities, allowing the authorities to better control and mitigate the spread of diseases. Unified and fact-driven decision- making The Dubai Shield Programme was clinical indicators, and geographical published by Forbes. made possible through the involvement heat maps. With the knowledge gained through of all internal and external stakeholders. The DHA also engaged with external its successful pandemic response, Dubai The program involved all corporations stakeholders such as private hospitals is now well-equipped to deal with other and sectors under the DHA, with and clinics, pharmaceutical companies, communicable diseases in the future. various multidisciplinary teams and providers of medical instruments. Through the Dubai Shield Programme, working cohesively for each project. As a result, the DHA guaranteed smooth the city can easily provide long-term DHA’s leadership also used a real- supply chain management, ensuring care for patients, as well as operate field time crisis management dashboard, the availability of medical supplies hospitals and isolation centers even at which provided a 360-degree view of while at the same time preventing the a short notice. The Hasana project can the city’s COVID-19 statistics and key establishment of monopolies. also be used as a public health oversight performance indicators (KPIs). The Dubai’s efforts also played a crucial program for large-scale events, such dashboard enabled rapid fact-based role in being recognized as among the as Expo 2020-2021, allowing Dubai to decision-making by showing real-time best countries in terms of COVID-19 maintain its edge as a global leader in data included bed capacity, quality and safety according to a recent report the events industry. 16 IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature www.ihf-fih.org
Groote Schuur Hospital, South Africa
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
Groote Schuur Hospital uses A holistic approach
Groote Schuur Hospital used a multi-
an innovative multidisciplinary faceted approach in dealing with the
pandemic. It involved all stakeholders,
strategy to win the COVID war and it addressed governance, corporate,
and clinical concerns. For instance, from
the governance side, the CEO conducted
daily huddles with all stakeholders,
that the flow of suspected COVID including the hospital management
patients did not pose a risk to others. team, the clinical heads of department,
Groote Schuur PPE had to be procured and many and even with labor unions.
Hospital policies were drafted to ensure that “All the senior executives played a role
South Africa everyone knew what to do,” explained in managing different aspects of the
Dr. Bhavna Patel, Chief Executive work to be done. Once a decision was
Officer of Groote Schuur Hospital. taken by the CEO, the managers’ task
WHEN THE pandemic struck Cape The hospital was prepared by the was to implement and report back the
Town early in March, the management time its first COVID-positive patient following day. The clinicians involved in
of Groote Schuur Hospital knew that arrived on the first of April. As the infectious diseases were also part of the
their institution would soon be at the pandemic continued to rage, Groote team advising the CEO, together with
forefront of battling COVID. Known as Schuur commissioned more wards infection, prevention and control and
a premier academic hospital, Groote to accommodate the influx of people. occupational health nurses. Early and
Schuur had to rapidly reorient its “As patients arrived, we remained two frequent engagement with labor unions
activities in preparation for treating wards ahead all the time. At the peak averted many related concerns with
a large number of COVID-positive of the pandemic, we had seven COVID staff as the union leaders were involved
patients. wards, five PUI wards and seven ICU and assisted to disseminate information.
“We started preparing around March areas accommodating confirmed or Such a cohesive response was valuable
with the de-escalation of theater and suspected COVID patients. Clinically, our for the organization and helped improve
outpatient activities. Staff had to be hospital saw the most patients in our the overall governance since the action
risk assessed and various infrastructure province, totaling 2600 Covid positive was responsive and altered in line with
needs had to be prepared. A testing patients and almost 5000 PUI patients the needs at the time,” Dr. Patel shared.
center was established early, ensuring over the past 6 months,” Dr. Patel said. On the corporate aspect, hospital
www.ihf-fih.org IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature 17Groote Schuur Hospital, South Africa
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
management ensured that all staff burnout. This was done for nurses and “We were the first
underwent risk assessments before doctors, resulting in a team of surgeons,
they were allocated to COVID wards. oncologists, gynecologists, all working in the country
Financial matters were addressed to alongside the physicians. There were also
ensure that there was no shortage relief teams in place to ensure that staff to implement
high flow nasal
of items needed. The hospital made who contracted COVID could rest and
significant investments to procure PPE recover.
oxygen. We had
and various equipment. Necessary Groote Schuur also employed
capital was also used to increase the innovative methods to care for its
number of ancillary staff such as porters
and security personnel. “Despite this,
patients. “We were the first in the
country to implement high flow nasal about 40 patients
financial compliance was achieved with
a clean audit and we remained within
oxygen. We had about 40 patients using
this equipment at the peak. They were
using this
budget with the financial year,” Dr. Patel
highlighted.
cared for in the general wards and saved
on ventilator spaces. We probably treated
equipment at the
Most importantly, on the clinical side,
the hospital established multidisciplinary
the highest cohort of patients on high
flow oxygen in our country and perhaps
peak.”
teams to rotate through the wards, with even in the world,” Dr. Patel said.
sufficient rest between shifts to prevent Beyond the pandemic Dr. Bhavna Patel, CEO
18 IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature www.ihf-fih.orgGroote Schuur Hospital, South Africa
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
As with many healthcare facilities,
the biggest challenge faced by Groote
Schuur hospital was managing staff
anxiety and fear. This was addressed
through the appointment of consultant
psychologists on-site, who provided
counseling services. In addition, an
internal team made up of a psychiatrist,
a psychologist and an occupational
therapist walked the floors to engage
staff and counsel them either individually
or in teams. A third team of trained
COVID champions also interacted with
staff in their respective areas.
Groote Schuur was not spared from
fatalities, as five of its staff members
succumbed to COVID. With each
death, management ensured that
colleagues were given an opportunity
to mourn, and each fallen frontliner
was commemorated through a short
memorial held in the garden.
“We have had many reflective sessions
on the lessons learned during COVID of a change management process. The never allow so many lives to be lost in
and as the CEO, my mantra was always multidisciplinary integration of the teams this manner again. We need a 3-5 year
that if we have not learned anything will also be sustained.” change in strategy,” Dr. Patel said.
from this then all the lives lost will Beyond the pandemic, Groote Schuur “Our hospital has seen the most
have been wasted,” Dr. Patel noted. “As will leverage its position as a healthcare patients and lessons learned have
such, through the reflections, the most leader to adequately address underlying been shared with colleagues across the
important lesson has been around conditions among its patients. “Death country. Private sector colleagues have
staff wellness and safety and this has was highest among patients with also requested to work more closely
now become a number one priority diabetes and hypertension. A platform- with our hospital. The impact has been
for our hospital. A wellness strategy is wide approach to strengthen health tremendous and very encouraging for
being developed around this and all the systems will be used to address this. a future that involves all stakeholders,
initiatives implemented during COVID Our ultimate goal has to be improving who by working together can assist us
will be integrated into the program, the health of our population and all to improve the health of our population,”
linking it to safety, quality and enhancing steps must be taken. Whether through Dr. Patel shared.
ongoing skills and competency as part COVID or any other pandemic, we should
www.ihf-fih.org IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature 19Hospital Authority, Hong Kong
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
Hong Kong transforms convention centers,
resorts to help public hospitals in COVID fight
Hospital
Authority
Hong Kong
FINDING ENOUGH space to isolate
patients is difficult in densely populated
urban centers like Hong Kong. With a
limited number of hospital beds across
the territory, Hong Kong’s Hospital
Authority (HA) had to find creative ways
to effectively isolate and treat suspected
patients without overburdening the
public health system.
The solution came in the form of
temporary medical facilities set up in
existing public spaces. Hong Kong is
home to a number of large convention
centers, which had been rendered
idle because of the pandemic. To cope
with the surge in COVID cases, the HA
converted one of the largest convention
centers and other public spaces into
community facilities, with each facility
able to accommodate hundreds of
patients.
Patients having moderate or severe Though these facilities provided enough For instance, the world-famous AsiaWorld
symptoms or those with co-morbidities space, they still had to be extensively Expo convention center was transformed
are prioritized for hospital care in repurposed to make them suitable for into a community treatment facility in
public hospitals. This made it necessary infection control. Thus, the HA had to August, equipped with enough beds to
to identify and repurpose suitable overcome limitations posed by each accommodate around 900 patients with
community sites that can be promptly facility’s original infrastructure, location, mild symptoms. Another community
activated to manage confirmed cases size, and layout, and make them fit for a facility was set up at the Lei Yue Mun Park
with mild symptoms. healthcare setting. and Holiday Village, a recreational resort
The HA has to make timely decisions Apart from these challenges, the located east of Hong Kong island. Lei Yue
on setting up the community facilities so HA also faced difficulties in urgently Mun could accommodate around 350
as to conserve the resources in hospitals sourcing large numbers of appropriate patients in en- suite rooms.
for the severe and needy patients. One of furniture and equipment needed These additional community facilities
the biggest challenges faced by the HA to set up these community facilities. can be activated flexibly and promptly,
in setting up the community facilities is Manpower availability was also an issue. according to the outbreak scenario
the identification of suitable sites that To cope with staffing concerns, the HA when the HA’s isolation capacity is about
can be promptly activated in a very short reached out to various public hospitals to be saturated after due consideration of
timeframe. for the mobilization of staff to operate the the magnitude, pace and nature of the
facilities at such short notice. outbreak.
Transforming public spaces Within weeks, the HA was able to The community facilities use
The sites identified by the HA included repurpose these large facilities into information technology to enable
exhibition halls and recreation villages. suitable isolation and treatment centers. efficient communication and
20 IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature www.ihf-fih.orgHospital Authority, Hong Kong
THE IHF COVID-19 RESPONSE RECOGNITION PROGRAM
information sharing among patients Hong Kong had early success in immediately executed by related
and staff. Each facility features an on-site containing the virus, but space availability functional departments such as finance,
electronic dashboard that displays vital became critical when the city’s third procurement, and human resources.
signs and other necessary information. coronavirus wave began in late July. This clear and streamlined command
To maintain isolation and distancing, With more than a hundred cases being and governance structure facilitate
healthcare workers use teleconsultation reported per day, some confirmed HA to make timely decisions and
to conduct regular checks on each patients had to wait for admission to communicate effectively. Internally, different
patient. Since the patients staying at public hospitals due to tight capacity. communication channels have also
the community facilities are capable of By using these community facilities, been established, such as staff bulletins,
caring for themselves, they are remotely the waiting queue in the community was publications, designated webpage and in-
monitored through electronic health successfully cleared and confirmed cases house messaging mobile apps. These are
platforms. Patients can take their vital at different recovery stages were placed used to update and disseminate important
signs, and clinical data collected would and cared for at appropriate settings. COVID-19 information effectively and
be instantly available to the healthcare The community facilities have optimized efficiently among staff. The HA also keeps in
workers on duty. healthcare resources and allowed HA close communication with the Government
to stratify patients according to their and various external stakeholders such as
Easing the pressure on public hospitals needs and conditions. The resources can the private healthcare sector and the media.
The HA had very limited airborne therefore be best utilized for the most- The establishment of different
isolation facilities prior to the opening of needy group of patients having more community facilities within an
the community treatment facilities. HA severe symptoms and/or co-morbidities. exceptionally short timeframe was done to
hospitals could only accommodate 1,700 All levels of the HA worked together in alleviate the demand pressure of hospital
patients and would not be able to cope managing these community facilities. The isolation beds. These measures left room
with sharp increases in the number of updates and progress of the community for public hospitals to focus on caring for
patients and close contacts should the facilities are regularly reported to the more severely ill patients. These pandemic
number of confirmed cases in Hong Kong senior management of the HA, who measures were widely welcomed by the
increase drastically. Limited bed space in also steer the direction of associated public and considered highly significant
public hospitals posed a key challenge to operational issues, human resources for this hard-fought battle against the
Hong Kong’s containment strategy, which aspects, infection control and clinical COVID-19 pandemic. Feedback from
consisted of identifying, isolating, and management guidelines. Any decisions patients treated at the community
treating all suspected patients. made by the HA senior management facilities are also very positive.
www.ihf-fih.org IHF Beyond the Call of Duty for COVID-19: An IHF Special Feature 21You can also read
