COVID‐19 in the hotspot of Metropolitan Detroit: A multi‐faceted health system experience. (2nd December 2021)

• Record Type: Journal Article
• Authors: Gifford, Linda; Johnson, Christine C.; Haque, Nadia; Passalacqua, Karla D.; Swiderek, Jennifer; Kalkanis, Steven
• Is Part Of: International journal of health planning and management. Volume 37:Number 2(2022)
• Page Start: 657
• Page End: 672
• Publication Date: 2021-12-02
• Subjects: COVID‐19 -- health care management -- health system -- pandemic -- SARS‐CoV‐2; Health planning -- Periodicals; Health services administration -- Periodicals; Santé publique -- Planification -- Périodiques; Santé, Services de -- Administration -- Périodiques; 362.1068
• DOI: 10.1002/hpm.3392
• Languages: English
• ISSNs: 0749-6753

Abstract

Abstract: Health systems were abruptly plunged into a crisis as SARS‐CoV‐2 exploded into a pandemic in spring 2020. In March‐April 2020, Metropolitan Detroit was a US "hotspot." As a large health system with five hospitals and two behavioural health inpatient facilities, a health insurance company, a medical group and physician network, and 41 ambulatory clinics normally hosting over 10, 000 daily patient encounters, the Henry Ford Health System deployed numerous strategies in the management of this upheaval. As hospitals and Emergency Departments were inundated with COVID‐19 patients, other services and activities needed to shut down as state‐mandated policies were promulgated, new internal and external communication networks established, and management of employees and resources such as ventilators, ICU beds, personal protective equipment, and laboratory supplies became critical challenges. We describe herein the system‐wide strategies implemented and lessons learned in the operation of a health system in the initial throes of a global pandemic. Highlights: A pandemic rapid response requires coordination of multiple facets of a health system, best led by a highly centralised incident command model. Regular and frequent (at least daily) communication with a wide range of leaders is paramount. Early and constant attention to IT infrastructure for data and communications is essential. Frequent coordination and communication with the local community and local and regional health care organisations and government agencies are critical. Establishment of a pandemic‐specific structure for education and research activities is crucial, including a system for ongoing monitoring of public data and pandemic‐related literature on topics ranging from epidemiology to infection control to treatment. Continuing attention needs to be paid to acknowledging and mitigating the psychological impacts of a pandemic on patients, families and staff.