ABSTRACT
En mars 2021, l'Île-de-France a connu une nouvelle vague de Covid-19. Face à une projection épidémique faisant craindre un dépassement des capacités, la cellule de crise de l'Assistance publique-Hôpitaux de Paris a validé la mise en oeuvre du projet Météor. Météor est la transformation d'un restaurant du personnel du CHU Pitié-Salpêtrière en réanimation d'accueil et d'orientation de patients Covid-19 avant qu'ils ne soient adressés à des réanimations plus pérennes sur site ou en dehors. Cette démarche n'ayant jamais été pensée auparavant, tout était à construire. Une équipe projet composée d'un cadre de santé, d'un médecin, d'un ingénieur et d'un directeur a piloté sa mise en oeuvre. Le projet s'est voulu modulable, démontable et intégré comme une ressource zonale. En à peine 15 jours, l'unité était opérationnelle. L'organisation des soins a été simplifiée et standardisée au maximum pour que chaque personnel puisse assurer sa mission en sérénité malgré un contexte et des lieux inhabituels. L'efficacité de la mise en oeuvre du projet est liée à l'expertise des équipes en place et au caractère multiprofessionnel de l'équipe projet. Le point de fragilité s'est avéré être les ressources humaines. La constitution d'un corps de réserve sanitaire de personnels de soins critiques est nécessaire pour anticiper la prochaine crise.Alternate : In March 2021, the Île-de-France area was experiencing a new wave of Covid-19. Faced with an epidemic projection that could exceed capacity, the Assistance publique-Hôpitaux de Paris (AP-HP) crisis unit validated the implementation of the Meteor project. The Meteor is the transformation of a restaurant within the Pitié-Salpêtrière University Hospital into a Covid-19 patient orientation intensive care unit before they are sent to more permanent ICUs on or off site. As this approach had never been thought of before, everything had to be constructed. A project team composed of a chief nurse, a physician, an engineer and a director piloted its implementation. The project was designed to be modular, dismantleable and integrated as a zonal resource. In barely 15 days, the unit was operational. The organization of care was simplified and standardized to the maximum so that each staff member could carry out his or her mission with serenity despite the unusual context and locations. The effectiveness of project implementation is linked to the expertise of the teams in place and the multiprofessional nature of the project team. The weakest point was human resources. The constitution of a health reserve body of critical care personnel is necessary to anticipate the next crisis.
ABSTRACT
Déclaration de liens d'intérêts : Les auteurs déclarent ne pas avoir de liens d'intérêts.
ABSTRACT
In March 2021, the Île-de-France area was experiencing a new wave of Covid-19. Faced with an epidemic projection that could exceed capacity, the Assistance publique-Hôpitaux de Paris (AP-HP) crisis unit validated the implementation of the Meteor project. The Meteor is the transformation of a restaurant within the Pitié-Salpêtrière University Hospital into a Covid-19 patient orientation intensive care unit before they are sent to more permanent ICUs on or off site. As this approach had never been thought of before, everything had to be constructed. A project team composed of a chief nurse, a physician, an engineer and a director piloted its implementation. The project was designed to be modular, dismantleable and integrated as a zonal resource. In barely 15 days, the unit was operational. The organization of care was simplified and standardized to the maximum so that each staff member could carry out his or her mission with serenity despite the unusual context and locations. The effectiveness of project implementation is linked to the expertise of the teams in place and the multiprofessional nature of the project team. The weakest point was human resources. The constitution of a health reserve body of critical care personnel is necessary to anticipate the next crisis.