ABSTRACT
The COVID-19 epidemic and the floods in Wallonia in July 2021 are dramatic events but rich in lessons: These two disasters have put to the test the risk management system that we have established over the last few decades to ensure the protection of society against threats of various kinds: Industrial, environmental, terrorist, etc. COVID-19 caught many European countries unaware that they were safe from epidemic risks. Torrential rains almost completely submerged the Vesdre valley. These two disasters required the authors to take a step back and reflect on the profound transformations they provoked in crisis management and emergency planning in order to open up new lines of research and to launch avenues of reform in this sector, which they have been studying for over ten years. © 2021 Societe Royale des Sciences de Liege. All rights reserved.
ABSTRACT
Abstract Aim This paper provides the main accomplishments of the Royal North Shore Hospital (RNSH) Pharmacy Department?s COVID-19 Pandemic Response Plan and key recommendations for other departments developing a remote model of care. Methods The overall objective was to preserve the active workforce by minimising staff-to-staff and staff-to-patient contact. The response plan involved splitting the department into teams, implementing a remote ward-based clinical pharmacy service, staff upskilling and optimising the physical environment. Results In April 2020, 1240 clinical tasks were completed remotely compared with 1254 tasks completed on site. In May 2020, 1700 tasks were completed offsite, compared with 1544 tasks onsite. The percentage of pharmacists rating themselves 5 out of 5 (very confident) in communicating over the phone increased from 34.8% prior to remote service delivery, to 60% after completion of the service. Counselling patients over the phone increased from 17.4% to 40% while providing remote clinical service increased from 26.1% to 80%. Discussion The paper provides key recommendations for other sites wanting to implement a remote model of care. There are details of recommendations for communication, adequate skill mix, upskilling, education, training, staff resilience, role expansion and administration. Conclusion The formation of a team hospital pharmacy department COVID-19 Pandemic Response Plan has provided assurance that a complete pharmacy service could continue in the event of reduced staffing. Intense, thoughtful, collaborative work was required in a short period of time to design an appropriate physical environment, create a remote working model of care, and to train and educate members of staff.