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Embracing healthcare delivery challenges during a pandemic. review from a nodal designated COVID-19 center in qatar
Hospitals and healthcare systems are instrumental in the formulation and delivery of a coordinated response to disaster management especially epidemics. In healthcare policy and strategy formation there are only trade-offs which with uncertainty are akin to gambles. National organizations play a key role in pandemics through the expression of physician motivation. Effective strategies can facilitate physician action through economies of scale that lower the costs for physicians to meet both community and patients' needs. Moreover no matter how well clinicians are motivated and positioned to act their collective actions are likely to fall short without complementary systems for population-based care that require the operational support of an organization. This review of institutional policy implementation and frameworks intends to highlight how a nodal-designated COVID-19 center in Qatar managed to control the menace by altering its procedural sets and work arrangements to augment an integrated intrinsic response to a briskly emerging conceivably complex situation. This outcome was achieved under the guidance of a national leadership team effectively adapted to its specific challenges by building on current medical evidence management routines proficiencies and health system capacity. This ambitious drive started with the cohesion of services and implementation of evidence-based protocols by assigning a physician-led team to research strategize and organize improved patient flow and information by arranging analytical compliance and preparedness. Through these service approaches and ongoing efforts HMGH has realized significant outcome improvements such as increasing capacity building reducing healthcare waste and increasing patient satisfaction rates whilst successfully achieving significantly lower COVID-19 mortality both in terms of absolute numbers and as percent population compared to many developed countries in the world. The strategies outlined in this article might not be all-inclusive or fit other healthcare system models but they generate a veritable interest to pursue and be subjected to further rigorous study.
Patients who leave without being seen: Al Wakra Hospital experience and analysis of associated factors
Background: The rate of patients who arrive at the Emergency Department (ED) but leave before being seen (LWBS) is considered an important marker of the quality of care.
Objectives: To evaluate the rate of LWBS at ED in Al Wakra Hospital (AWH) and to identify predictive factors associated with LWBS.
Methods: This was a retrospective study of patients who left the Emergency Department without being seen by physicians between January 1 2015 and May 31 2015. Factors associated with LWBS such as the age sex time of the day day of the week median ED waiting times and common ED presentation were analyzed.
Results: Out of 95375 patient visits; there were 426 cases of LWBS over the 5-month period. The highest rate of LWBS was seen on the month of March. Independent factors associated with LWBS patients include patients who are middle age (19-43 years) female (56%) and patients being presented at non-critical areas (100%) night shift visits (46%) on weekend (52.8%). Musculoskeletal complaint was the most frequent complaint associated with LBWS (31%) and the median waiting time was 45 minutes among LBWS patients.
Conclusion: The rate of patients leaving without being seen at ED in AWH is very low. More investigations need to be conducted to improve LWBS rate during night and weekends.