Issue link: https://www.e-digitaleditions.com/i/1363384
its telehealth capacity for patients, and creating an overall operations framework encompassing the spectrum of disciplines. "In this uncharted territory, communication, coordination and transparency were crucial to bringing everything together," Prendergast says. Janet Lin, MD, MPH, MBA, professor of emergency medicine and chair of the emergency management committee, was charged with that coordination and communication. As part of incident command leadership, for the first eight weeks, Lin, an expert in disaster preparedness and response, held daily live briefings for the hospital and clinics via an online meeting platform. She updated medical staff, residents and other clinical directors and leaders as information became known. "Especially in the beginning, with such a dynamic situation and so many unknowns, the daily briefings not only kept staff abreast of developing information and let them know how to care for themselves and patients, but also aligned efforts and helped allay fears and anxiety," she says. Lin continues to update staff regularly several times a week—or as often as needed. Breaking down barriers CLINICAL DEPARTMENTS CAN TEND TO WORK IN SILOS, Prendergast explained, so UI Health looked at creating opportunities to improve workflow, communication and coordination around patient care. Physician and hospital leaders from key areas—such as the OR, ambulatory care, procedures, emergency department, OB/GYN, inpatient/ICU and laboratory services—began reporting up to the incident command center to ensure that resources would be equitably shared and that the units would work synergistically. Managing bed capacity became one of the most challenging aspects of COVID-19 response, especially as the patient census increased. "For example," Ray says, "if we knew that only five med-surg beds were available on a given day, we coordinated our efforts so they wouldn't be booked twice." At the same time, faculty, residents and fellows received a UI Health Corps volunteer solicitation. The corps matches volunteers' interests to areas potentially needing extra help, including medical intensive care, inpatient floors and the emergency department. "They were sacrificing their time and energy for the greater good," Ray says. "To voluntarily help wherever needed, in the midst of a pandemic with an infection that no one yet fully understands, is inspiring." Faculty and trainees from the departments of surgery, internal medicine, anesthesiology, otolaryngology and radiology supported and engaged with one another, and they worked in unison to create airway teams, swab teams and line teams. That involvement showed everyone how the whole works together and helps to prevent burnout. Leaders are focused on wellness and conduct rounds during which they walk the halls, sit down with staff and have brief conversations to find out how to better support them. "One thing we try to do is understand COVID fatigue," says Prendergast. "Giving staff space for breaks and allowing them a moment to take a step back is important." In addition, many other resources are available through the department of psychiatry and other institutional entities, providing confidential support whenever needed for the benefit of staff. Testing to eradicate health disparities QUICK, ACCURATE TESTING IS A MAINSTAY FOR DECREASING COVID-19 SPREAD. So when the Illinois Department of Public Health and the city began reporting the disproportionate number of cases in underserved communities, UI Health looked to its mission and focused its response plan on addressing health disparities and promoting health equity. health disparities The University of Illinois Hospital & Health Sciences System established three COVID-19 testing sites, two at Mile Square Health Center locations, including this one in University Village, and one at Pilsen Family Health Center. P H O T O : D I A N E S M U T N Y 20 | Spring 2021