Do standards of care and early outcomes of periprosthetic fractures change during the COVID-19 pandemic? A multicentre study.

BACKGROUND: Periprosthetic fractures (PPFs) are a growing matter for orthopaedic surgeons, and patients with PPFs may represent a frail target in the case of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) infection. The purpose of this study is to investigate whether hospital reorganisations during the most severe phase of the SARS-CoV-2 pandemic affected standards of care and early outcomes of patients treated for PPFs in Northern Italy. MATERIALS AND METHODS: Data were retrieved from a multicentre retrospective orthopaedics and traumatology database, including 14 hospitals. The following parameters were studied: demographics, results of nasopharyngeal swabs, prevalence of coronavirus disease 2019 (COVID-19), comorbidities, general health status (EQ-5D-5L Score), frailty (Clinical Frailty Scale, CFS), pain (visual analogue scale, VAS), anaesthesiologic risk (American Society of Anaesthesiology Score, ASA Score), classification (unified classification system, UCS), type of operation and anaesthesia, in-hospital and early complications (Clavien-Dindo Classification, CDC), and length of stay (LOS). Data were analysed by means of descriptive statistics. Out of 1390 patients treated for any reason, 38 PPFs were included. RESULTS: Median age was 81 years (range 70-96 years). Twenty-three patients (60.5%) were swabbed on admission, and two of them (5.3%) tested positive; in three patients (7.9%), the diagnosis of COVID-19 was established on a clinical and radiological basis. Two more patients tested positive post-operatively, and one of them died due to COVID-19. Thirty-three patients (86.8%) presented a proximal femoral PPF. Median ASA Score was 3 (range, 1-4), median VAS score on admission was 3 (range, 0-6), median CFS was 4 (range, 1-8), median EQ-5D-5L Score was 3 in each one of the categories (range, 1-5). Twenty-three patients (60.5%) developed post-operative complications, and median CDC grade was 3 (range, 1-5). The median LOS was 12.8 days (range 2-36 days), and 21 patients (55.3%) were discharged home. CONCLUSIONS: The incidence of PPFs did not seem to change during the lockdown. Patients were mainly elderly with comorbidities, and complications were frequently recorded post-operatively. Despite the difficult period for the healthcare system, hospitals were able to provide effective conventional surgical treatments for PPFs, which were not negatively influenced by the reorganisation. Continued efforts are required to optimise the treatment of these frail patients in the period of the pandemic, minimising the risk of contamination, and to limit the incidence of PPFs in the future. LEVEL OF EVIDENCE: IV.

Restructuring service at a mastology outpatient clinic during the COVID-19 pandemic.

OBJECTIVE: to report the experience of a health team in restructuring service at a mastology outpatient clinic. METHODS: an experience report in a public university service mastology outpatient in Ceará between March and April 2020. Service in this outpatient clinic is exclusively for women and who have breast changes for surgical treatments ranging from nodulectomies to mastectomies with oncoplastic. RESULTS: increased COVID-19 cases brought the need to restructure healthcare services. The following steps were followed: identification of scheduled patients, reading of clinical developments in electronic medical records, individual assessment to define whether or not appointment would remain, telephone contact to inform about unscheduling. Among the 555 consultations scheduled for March and April 2020, 316 (56.9%) were maintained. FINAL CONSIDERATIONS: restructuring consultations at a mastology outpatient clinic optimized the waiting time for consultations and avoided crowds at service, providing patient safety.

The initial experience and response of vascular surgeons in Michigan during the COVID-19 pandemic.

BACKGROUND/OBJECTIVE: The unprecedented pandemic spread of the novel coronavirus has severely impacted the delivery of healthcare services in the United States and around the world, and has exposed a variety of inefficiencies in healthcare infrastructure. Some states have been disproportionately affected such as New York and Michigan. In fact, Detroit and its surrounding areas have been named as the initial Midwest epicenter where over 106,000 cases have been confirmed in April 2020. METHOD, RESULTS AND CONCLUSIONS: Facilities in Southeast Michigan have served as the frontline of the pandemic in the Midwest and in order to cope with the surge, rapid, and in some cases, complete restructuring of care was mandatory to effect change and attempt to deal with the emerging crisis. We describe the initial experience and response of 4 large vascular surgery health systems in Michigan to COVID-19.

Cirugia biliar en época de pandemia Experiencia del Hospital de Clínicas "Pte. Nicolás Avellaneda" - (Tucumán-Argentina). / BILIARY SURGERY IN A TIME OF PANDEMIC AT THE CLINICAL HOSPITAL "Pte. NICOLAS AVELLANEDA" TUCUMAN, ARGENTINA

Antecedentes: La rápida diseminación mundial de la enfermedad COVID-19 llevó a declarar la Emergencia Sanitaria, en Argentina se decretó el Aislamiento Social Preventivo y Obligatorio el 20 de Marzo, siguiendo con estos lineamientos Tucumán tuvo que adaptarse reestructurando su Sistema Provincial de Salud, quedando el Hospital de Clínicas Pte. Nicolás Avellaneda, como único hospital polivalente para patologías prevalentes. Objetivo: Mostrar el manejo quirúrgico integral mininvasivo de la patología biliar (laparoscópico, endoscópico, percutáneo y combinado), con plena vigencia de la CMA en este momento de Pandemia, durante el periodo del 20 de Marzo al 29 de Mayo del 2020. Material y métodos: Estudio descriptivo, prospectivo de corte transversal, de la patología quirúrgica biliar a quienes se le realizó Cribado Epidemiológico, exámenes preoperatorios, de ser necesaria una Tomografía Computada de Tórax; con Consentimiento Informado. Resultados: En el periodo estudiado, en el contexto de la pandemia se realizaron 51 intervenciones de la vía biliar; las vías de abordaje de elección fueron de cuatros tipos, según el orden de frecuencia: laparoscópico 65%, combinado 25%, endoscópico 8% y percutáneo 2%, con la modalidad de CMA (Cirugía Mayor Ambulatoria) se realizó 20% y 80% con internación hospitalaria, de los cuales tuvieron un promedio de un día y medio de estadía postoperatorio. Conclusión: La aparición de la Pandemia nos dió la oportunidad de incorporar nuevas técnicas mininvasivas y fortalecer la CMA. Para poder realizar esta labor, es necesario priorizar la seguridad en el entorno de trabajo y la atención de los pacientes.

Health Emergency, in Argentina Preventive and Mandatory Social Isolation was decreed on March 20, following these guidelines Tucumán had to restructure its Provincial Health System, leaving the Hospital Clinicas Pte. Nicolás Avellaneda, as the only multipurpose hospital for prevalent pathologies. Objective: To show the comprehensive minimally invasive surgical management of biliary pathology (laparoscopic, endoscopic, percutaneous, and combined), with full effect of the CMA at this time of the Pandemic, during the period from March 20 to May 29, 2020. Material and Methods: Descriptive, prospective, cross-sectional study of biliary surgical pathology for those who underwent Epidemiological Screening, preoperative examinations, if necessary, a Computed Tomography of the Thorax; with Informed Consent. Results: In the period studied, 51 bile duct problems were performed in the context of the pandemic; the approach routes of choice were of four types, according to the order of frequency: laparoscopic 65%, combined 25%, endoscopic 8% and percutaneous 2%, with the flexibility of CMA (Major Ambulatory Surgery) performed 20% and 80% with hospitalization, of which they had an average of one and a half days of postoperative stay. Conclusion: The appearance of the Pandemic gave us the opportunity to incorporate new minimally invasive techniques and strengthen the CMA. In order to carry out this work, it is necessary to prioritize safety in the work environment and patient care

Restructuring ENT out-patient services during the coronavirus disease 2019 pandemic - an iterative approach.

BACKGROUND: Coronavirus disease 2019 has demanded enormous adjustments to National Health Service provisions. Non-urgent out-patient work was initially postponed or performed virtually, but is now being re-established. In ENT surgery, aerosol-generating procedures pose a particular challenge in out-patient settings. OBJECTIVE: A rapid restructuring of ENT out-patient services is required, to safely accommodate aerosol-generating procedures and increase in-person attendances, whilst coronavirus disease 2019 persists. METHODS: Data were collected prospectively over four consecutive cycles. Two surveys were conducted. Results were analysed and disseminated, with recommendations for service restructuring implemented at cycle end-points. RESULTS: Out-patient activity increased four-fold, associated with a significant rise in aerosol-generating procedures during the study period. Mean aerosol-generating procedure duration dropped weekly, implying a learning curve. Service restructuring occurred at cycle end-points. CONCLUSION: Iterative data gathering, results analysis and outcome dissemination enabled a swift, data-driven approach to the restructuring of ENT out-patient services. Patient and staff safety was ensured, whilst out-patient capacity was optimised.

Centro de material e esterilização: reconfiguração da assistência indireta de enfermagem em um hospital geral (2002 a 2007) / Material and sterilization center: reconfiguration of indirect nursing care in a general hospital

O serviço de esterilização de materiais hospitalares no Brasil foi realizado historicamente no mesmo espaço social do centro cirúrgico. Porém, os avanços tecnológicos dos instrumentais e a crescente complexidade dos procedimentos cirúrgicos implicaram na evolução das técnicas de esterilização dos materiais, o que culminou na centralização do Centro de Material e Esterilização (CME) e na concomitante reconfiguração da assistência indireta de enfermagem. Esta pesquisa tem como objeto de estudo a reconfiguração da assistência indireta de enfermagem durante a centralização do setor de esterilização no Hospital Santa Teresa (HST), um hospital geral da rede privada do município de Petrópolis, Região Serrana do Estado do Rio de Janeiro. Objetivos: descrever as circunstâncias que determinaram a centralização do CME no HST; analisar as estratégias empreendidas pela equipe de enfermagem que participou da centralização do CME para a reconfiguração da assistência indireta de enfermagem; Discutir os ganhos simbólicos com a centralização do CME para a assistência indireta da enfermagem, para o HST e para a sociedade. Metodologia: estudo histórico-social, de abordagem qualitativa, na perspectiva da História do Tempo Presente. As fontes históricas foram: primárias escritas: atas de reunião, Procedimento Operacional Padrão (POP) e material de treinamento da equipe de enfermagem; primárias orais: depoimentos temáticos com a participação de oito profissionais; secundárias: livros, dissertações, teses e artigos científicos. Os resultados desse estudo evidenciaram que, antes da centralização do CME, os profissionais de enfermagem dividiam suas práticas entre os cuidados diretos e indiretos no setor de esterilização conjugado ao centro cirúrgico, evidenciando a não exclusividade, sobrecarga de trabalho e prevalência dos cuidados diretos sobre os indiretos. Havia pouca valorização/visibilidade do serviço de esterilização, o qual era considerado desqualificatório para os profissionais que o exerciam. Não havia rotina para dimensionamento de pessoal e eram realizadas práticas que comprometiam o controle efetivo de infecção hospitalar. A partir do cumpra-se legislativo que determinava a centralização do serviço de esterilização, teve início o processo de centralização do serviço de esterilização, que passou a contar com rotinas previstas para o CME a ser centralizado, redimensionamento de pessoal com escalas e a reconfiguração da assistência indireta, que se tornou exclusiva, mais sistematizada e com mais controle sobre os processos de trabalho. Novos profissionais foram contratados para atuar na esterilização e os envolvidos passaram a adquirir novos capitais científicos por meio de educação continuada especialização, treinamento, educação permanente e/ou capacitação. Novas tecnologias foram agregadas ao serviço, inclusive após a efetiva centralização do CME. Conclui-se que as estratégias adotadas pela equipe de enfermagem para reconfigurar a assistência indireta resultaram em ganhos simbólicos para a enfermagem com redução do estresse laboral, maior satisfação no trabalho, autonomia, reconhecimento e valorização profissional; para o HST, que passou a dispor de maior eficácia no controle de infecções hospitalares e gestão financeira relacionada aos insumos mais eficiente; e para a sociedade, que se beneficiou com serviços mais qualificados e seguros prestados pelo hospital.

The hospital materials sterilization service in Brazil was carried out historically in the same social space of the surgical center. However, the technological advances of the instruments and the increasing complexity of the surgical procedures implied in the evolution of the techniques of material sterilization, which culminated in the centralization of the Central Sterile Services Department (CSSD) and the concomitant reconfiguration of the indirect nursing care. This study object is the reconfiguration of indirect nursing care during the centralization of the sterilization sector in Hospital Santa Teresa (HST), a private general hospital of the municipality of Petrópolis, Mountain Region of the State of Rio de Janeiro. Objectives: to describe the circumstances that led to the centralization of the CSSD in HST; to analyze the strategies implemented by the nursing team that participated in the centralization of the CSSD for the reconfiguration of the indirect nursing care; discuss the symbolic gains with the centralization of the CSSD for the indirect assistance of nursing, the HST and the society. Methodology: historical-social study, qualitative approach, from the perspective of the History of Present Time. The historical sources were: written primaries: meeting minutes, Standard Operating Procedure (SOP) and training material of the nursing team; oral primary: thematic statements with the participation of eight professionals; books, dissertations, thesis and scientific articles. The results of this study showed that, prior to the centralization of CSSD, nursing professionals divided their practices between direct and indirect care in the sterilization sector combined with the surgical center, evidencing non-exclusivity, work overload and prevalence of direct care over the indirect. There was little appreciation / visibility of the sterilization service, which was considered disqualifying for the professionals who carried it out. There was no routine for staff sizing and practices performed undermined the effective control of hospital infection. From the legislative resolution that established the centralization of the sterilization service, the process of centralization of this sector began, with routines planned for the CSSD, staff rescaling with scales and the reconfiguration of the indirect assistance, which has become exclusive, more systematized and with more control over work processes. New professionals were hired to perform sterilization, and those involved began to acquire new scientific capital through specialization, training, permanent education and / or training. New technologies were added to the service, even after the effective centralization of the CME. It was concluded that the strategies adopted by the nursing team to reconfigure indirect care resulted in symbolic gains for nursing with reduction of work stress, greater job satisfaction, autonomy, recognition and professional valorization; for HST, which has become more effective in the control of hospital infections and more efficient in financial management of inputs; and to society, which has benefited from more qualified and safe services provided by the hospital.

Oncology house physician model: a response to changes in pediatric resident coverage.

BACKGROUND: Given decreasing resident duty hours, subspecialty hospitalist models have emerged to help compensate for the restructured presence of residents. We sought to examine the impact of our pediatric oncology hospitalist model on the oncology unit staff. PROCEDURE: The survey was developed after a literature review of subspecialty hospitalist models. The final surveys were designed using a 5-point Likert scale. Descriptive statistics were used to compile baseline demographic characteristics of respondents and overall responses to survey questions. RESULTS: Respondents agreed that house physicians provide better continuity of care (96.8%), are more comfortable with the experience level of the physician (98.4%), and are better able to answer questions (92%). Respondents also agreed that house physicians serve as backup for system-related and patient-related questions and found security knowing an experienced provider was on the floor (87.5%). Responses to open-ended questions indicated that the house physician model has impacted fellow education. CONCLUSIONS: Our oncology house physician model helps account for decreased residency duty hours. This can serve as a model for other institutions requiring subspecialty inpatient coverage, given resident work hour restrictions. Adjustments in the clinical education of hematology/oncology fellows need to be considered in the setting of competent, consistent, and experienced front-line providers.

[National organization of forensic medicine in France]. / Organisation nationale de la médecine légale en France.

Forensic medicine has long been characterized, in France, by diverse medical practices, which affected its recognition and development. A change was needed, Harmonization procedure includes the development of professional guidelines and allows forensic medicine to look at itself. However, the implementation of the recommendations is still far from complete. A national reform came into effect on 15 January 2011 and has defined a national reform of forensic medicine which includes funding by global budgets instead of fee-for-service. This reform allows easier organization and identification of forensic medicine units. One year later, tangible results are mixed. Forensic medicine is now more clearly identified but properly defined funding criteria are still lacking.

Alineación del recurso humano y regulación de la competencia como factores claves para la autogestión hospitalaria en Chile / Alignment of human resources and regulation of competition as key factors for self management

En Chile, el desarrollo de la reforma des alud incorporó la transformación de los hospitales públicos en Establecimientos de Autogestión en Red, proceso que ha permitido explicitar el rol de centros sanitarios de alta complejidad que cumplen con procedimientos de medición de costos, calidad de las atenciones prestadas y de una alta satisfacción de los usuarios y usuarias del sistema. No obstante, la alineación del recurso humano en salud en oposición a las directrices estratégicas del sector y aspectos relacionados a la financiación y la competencia por prestaciones de salud se han constituido en temas recurrentes en la discusión pública. Para el recurso humano, la ausencia de una planificación, tanto sectorial como autónoma, condiciona un equipo no preparado para los cambios que conllevan el implementar los modelos de gestión interna en los Establecimientos de Autogestión en Red. Otro aspecto a considerar lo constituye una mayor regulación con respecto de la posibilidad de una competencia por las prestaciones de salud que puedan impactar en el desempeño de las instituciones sanitarias. Para avanzar en la implementación de los Establecimientos de Autogestión en Red se debe considerar una mayor claridad conceptual de lo que implica la autogestión en los equipos de salud, junto con implementar instancias de regulación que permitan garantizar el buen desempeño de las instituciones hospitalarias acogidas a este nuevo modelo de organización hospitalaria.

[Development of organizations in Norwegian hospitals]. / Organisasjonsutvikling ved norske sykehus.

BACKGROUND: Hospitals in Norway are changing as a result of altered hospital environments and the constraints they are placed under. This article describes the organizational development in Norwegian hospitals from 1999 to 2005 and discusses whether the developments observed can be interpreted as a modernization of the Norwegian hospital system. MATERIAL AND METHODS: The article is based on a survey sent to all public hospitals in 2001, 2003 and 2005. In 2001 the hospitals were asked retrospectively about 1999. In 2005, 60 of 63 hospitals responded to the survey. RESULTS: Results indicate a consistent pattern of organizational development from 1999 to 2005. Some areas change to a greater degree than others; the most noticeable is decentralization in terms of financial routines and personnel responsibilities. Other major organizational developments include ring fencing of elective surgery, co-localization of hospital reception rooms and emergency wards, and increased use of computerized routines, both for patient management and treatment. INTERPRETATION: It has been demonstrated that Norwegian hospitals are able to change and adapt. Several standardized organizational and leadership structures recommended by official reviews are increasingly being adopted into practice. Hospitals are being modernized.

Planning emergency patients: An attempt to change the nature of the emergency department.

Throughout the day, arrivals of patients at the emergency department (ED) are unannounced, unpredictable and fully determined by chance. Healthcare professionals in the ED naturally react as quickly as possible when patients arrive. We wondered whether they could somehow act in advance. We introduced a planning system that enabled the ED to regulate arrival times of emergency patients referred by the general practitioner. The system established direct contact between the general practitioner and the ED at the press of a button. As a result, the ED was able to schedule a fraction of its unpredictable patient demand. Implementation of the system at large was unsuccessful however. Changing the nature of the ED turned out to be far more difficult than expected. In our opinion, successfully planning emergency patients requires that the ED has full control over the referral process, and that scheduled patients are treated in a separate, undisturbed care process.