Development of a COVID‐19 alternate care site from ground zero: A nursing perspective

Abstract

The novel coronavirus disease, SARS-CoV-2 (COVID-19), outbreak rapidly generated an unparalleled global, national, and state public health crisis, and by March 11, 2020, the World Health Organization (WHO, 2020a) declared this international emergency a pandemic. As of July 21, 2020, globally there have been 14,562,550 confirmed cases and 607,781 deaths. In the United States (US) there have been 3,748,248 confirmed cases and 139,964 deaths (WHO, 2020b). According to the Centers for Disease Control and Prevention (2019), the influenza outbreak of 1918 caused by the H1N1 virus was the most severe pandemic in recent history, and now, over a century later we are faced with the COVID-19 global pandemic that is not only threatening the public but overpowering our health care, public health, and economic systems. U.S. hospitals are being challenged to accommodate the unprecedented number of patients needing

Battling extraordinary situations and conflicting emotions—A qualitative study of being a newly graduated Registered Nurse in the emergency department during the COVID‐19 pandemic

“…With little time for preparation the Coronavirus disease 2019 (COVID‐19) pandemic has globally changed the conditions for caring in ways hard to overview. Early research points out a new frightening and exhaustive caring reality in the absence of relatives, with extensive protective equipment difficult to work in and immense withdrawal from one’s own bodily resources (Leng et al, 2021 ; Llop‐Gironés Vračar et al, 2021 ; Luquiens Morales et al, 2021 ; Shahrour & Dardas, 2020 ; Specht et al, 2021 ; Stewart et al, 2020 ). According to Benner and Wrubel ( 1989 ), caring is always relational and takes place in a specific context.…”

Management of a nursing unit in a COVID‐19 shelter hospital in China: A case study

“…According to the focus of work, it was crucial to identify and continuously optimize the core processes in these temporary medical care institutions. An important point of process management in alternative care sites mentioned in a previous article also deserved more attention (Stewart et al., 2020). Upon completion of the facility's construction and development of the basic operational infrastructure, a two‐phase exercise should be performed to properly assess the operational processes of the healthcare team.…”

“…In 2020, large numbers of alternative care sites, mobile cabin hospitals, shelter hospitals and satellite hospitals were developed to care for COVID‐19 patients within an overburdened healthcare system in many countries (Breyre et al., 2021; Jiang et al., 2021; Naganathan et al., 2020; Paganini et al., 2022; Stewart et al., 2020). According to the focus of work, it was crucial to identify and continuously optimize the core processes in these temporary medical care institutions.…”

Operation of an alternate care facility in Seoul, Korea: Responding to the third wave of COVID-19 pandemic

“…Most ACFs were quickly converted from existing public structures, such as an old newspaper company building [14],…”

“…A typical inpatient unit team consisted of physicians, nurses, and ancillary staff (i.e., for cleaning and meal services). Previous studies suggested that these scenario-based simulations and debriefing play a critical role in actualizing the functioning of the system [14]. A certified pulmonologist was appointed as the clinical director for the NMC-FED, responsible for supervision and capable of allocating on-site and off-site safety resources.…”