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Decommissioning and recommissioning a regional hospital in response to a COVID-19 outbreak AUTHORS

机译:退役和重新推荐区域医院以回应Covid-19爆发作者

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Context : The COVID-19 outbreak at the North West Regional Hospital (NWRH) site in Tasmania, Australia in April 2020 was both rapid and tragic. Within 10?days of identification of the first healthcare worker infection, both hospitals had closed, and all patients were discharged or decanted to other facilities within the state. The entire hospital staff (approximately 1300 people) and their households (approximately 3000–4000 people) were furloughed for 14?days to halt the spread of infection. During the furlough period, a decommissioning, terminal clean and recommissioning process was undertaken alongside recovery and reorientation of the workforce to personal protective equipment. Within 4?days of closure, an Australian Defence Force and Australian Medical Assistance Team team opened the prioritised emergency department to provide emergency care for the local community, supported by modified diagnostic services. The decommissioning and cleaning rolled on over the ensuing month, in a predetermined priority order. As staff returned from quarantine, they recommissioned their clinical areas. The final ward, a modified medical isolation wing, reopened on day 29. Issue : Disaster management activities may be grouped under four main headings: prevention, preparedness, response and recovery. There are many opportunities for improvement and learning, and this article focuses on the local response and recovery, describing the process undertaken from the perspective of a small management group.?Authors CC, HE, TB and MW were on the ground during the decommissioning process, then managed aspects of the cleaning and recommissioning remotely from furlough. Authors TA and TC provided specialist IPC support and developed education remotely. Lessons learned : Almost 2?months on, no new COVID-19 infections had been reported.?The aim of this article is to provide a foundation for site-specific adaptation to include in pandemic escalation plans in other regional and rural settings.
机译:背景信息:澳大利亚塔斯马尼亚州北部西北地区医院(NWRH)网站的Covid-19爆发既快速又悲惨。在10个?几天内识别第一个医疗保健工作者感染,两家医院都已关闭,所有患者均被排出或倾析到国家内的其他设施。整个医院工作人员(约有1300人)及其家庭(约3000-4000人)被居住了14天,以停止感染的传播。在休假期间,将员工恢复和重新定向的退役,终端清洁和重新推荐过程与个人防护设备一起进行。在4日?几天内,澳大利亚国防军和澳大利亚医疗援助团队开设了优先考虑的急诊部门,为当地社区提供了紧急护理,得到了改进的诊断服务。在预定的优先顺序中,在随后的月份滚动的退役和清洁。随着工作人员从检疫返回,他们重新调整了他们的临床区域。最终病房,一个改进的医学隔离机翼,在第29天重新开放。问题:灾害管理活动可以在四个主要标题下进行分组:预防,准备,响应和恢复。改善和学习有很多机会,本文侧重于本地响应和恢复,描述了从小型管理组的角度来作所采取的过程。在退役过程中,他,他,TB和MW在地面上是在地面上的然后从休假中远程管理清洁和重新推荐的方面。作者TA和TC提供了专业IPC支持和开发的教育。经验教训:差不多2个月,没有报道新的Covid-19感染。本文的目的是为其他区域和农村环境中的大流行升级计划提供基础。

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