COVID-19 Response Plan - Nineteenth Edition 8 January 2021 Metro North Hospital and Health Service - Metro ...
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Metro North Hospital and Health Service COVID-19 Response Plan Nineteenth Edition 8 January 2021 8 January 2021 Printed versions are uncontrolled
Version control Version Date released 1 17 March 2020 2 27 March 2020 3 3 April 2020 4 9 April 2020 5 17 April 2020 6 24 April 2020 7 1 May 2020 8 15 May 2020 9 29 May 2020 10 12 June 2020 11 10 July 2020 12 31 July 2020 13 21 August 2020 14 24 August 2020 15 4 September 2020 16 25 September 2020 17 23 October 2020 18 21 December 2020 19 8 January 2021 Published by the State of Queensland (Metro North Hospital and Health Service), January 2021 This document is licensed under a Creative Commons Attribution 3.0 Australia licence. To view a copy of this licence, visit creativecommons.org/licenses/by/3.0/au © State of Queensland (Metro North Hospital and Health Service) 1019 You are free to copy, communicate and adapt the work, as long as you attribute the State of Queensland (Metro North Hospital and Health Service). For more information, contact: Metro North Emergency Management and Business Continuity, Metro North Hospital and Health Service, Block 7, RBWH, Herston QLD 4029, email MN-EmergencyManagement@health.qld.gov.au, phone 07 3646 3743. Disclaimer: The content presented in this publication is distributed by the Queensland Government as an information source only. The State of Queensland makes no statements, representations or warranties about the accuracy, completeness or reliability of any information contained in this publication. The State of Queensland disclaims all responsibility and all liability (including without limitation for liability in negligence) for all expenses, losses, damages and costs you might incur as a result of the information being inaccurate or incomplete in any way, and for any reason reliance was placed on such information. 8 January 2021 Printed versions are uncontrolled Page 2 of 42
Contents Contents ........................................................................................................................................................................... 3 Abbreviations ................................................................................................................................................................... 5 1 Introduction....................................................................................................................................................... 7 1.1 Situation.............................................................................................................................................................. 7 1.2 Purpose .............................................................................................................................................................. 7 1.3 Authority ............................................................................................................................................................. 7 1.4 Scope ................................................................................................................................................................. 8 1.5 Assumptions ....................................................................................................................................................... 8 2 Pandemic phases ............................................................................................................................................. 9 2.1 National and State policy decisions ................................................................................................................. 10 3 Overview of Metro North HHS and infrastructure ....................................................................................... 10 3.1 Infrastructure .................................................................................................................................................... 12 4 Community and Stakeholder engagement .................................................................................................. 13 5 Roles and responsibilities ............................................................................................................................. 13 6 Activation ........................................................................................................................................................ 14 6.1 Command and communication......................................................................................................................... 14 6.2 Reporting .......................................................................................................................................................... 15 7 Response ........................................................................................................................................................ 15 7.1 Triggers and response activity ......................................................................................................................... 15 7.2 Human resources ............................................................................................................................................. 30 7.3 Aboriginal and Torres Strait Islander people .................................................................................................... 33 7.4 Vulnerable groups ............................................................................................................................................ 34 7.5 Financial management ..................................................................................................................................... 35 7.6 Private Hospitals .............................................................................................................................................. 37 7.7 Influenza ........................................................................................................................................................... 38 8 January 2021 Printed versions are uncontrolled Page 3 of 42
8 Control ............................................................................................................................................................. 39 9 Recover ........................................................................................................................................................... 40 Appendix 1: Metro North-wide COVID-19 Committee list .......................................................................................... 41 Appendix 2: Infrastructure at Tier level ....................................................................................................................... 41 Appendix 3: Fever Clinic capacity ............................................................................................................................... 42 Appendix 4: Definition of essential meeting ............................................................................................................... 42 8 January 2021 Printed versions are uncontrolled Page 4 of 42
Abbreviations
AEFI Adverse Events Following Immunisation
AHPCC Australian Health Protection Principle Committee
BAU Business as Usual
CE Chief Executive, Metro North Hospital and Health Service
CHO Chief Health Officer
CISS Community, Indigenous and Sub-acute Services
DDC District Disaster Coordination (Queensland Police Service)
DDMG District Disaster Management Group
EMP Emergency Management Plan
EOC Emergency Operations Centre
ERP Emergency Response Plan
GP General Practitioners
HC Hospital Commander
HEOC Metro North Hospital and Health Service Emergency Operations Centre
HIU Health Improvement Unit
HIC Health Incident Controller
HLO Health Liaison Officer
IAP Incident Action Plan
ICT Information and Communication Technology
ICU Intensive Care Unit
ILI Influenza-like Illness
IMS Incident Management System
IMT Incident Management Team
LDMG Local Disaster Management Group
MN – EMC Metro North Emergency Management Committee
MN – EMP Metro North Hospital and Health Service Emergency Management Plan
MN - EMU Metro North Emergency Management Unit
MN – ERP Metro North Hospital and Health Service Emergency Response Plan
MN – IMT Metro North Hospital and Health Service Incident Management Team
MN Metro North
MNHHS Metro North Hospital and Health Service
MNPHU Metro North Public Health Unit
MOU Memorandum of Understanding
NDIS National Disability Insurance Scheme
NDRRA Natural Disaster Relief and Recovery Arrangements
NMS National Medical Stockpile
PACH Patient Access and Coordination Hub
PCR Polymerase chain reaction
PPE Personal Protective Equipment
8 January 2021 Printed versions are uncontrolled Page 5 of 42QAS Queensland Ambulance Service
QDMA Queensland Disaster Management Arrangements
QHIMS Queensland Health Incident Management System
RACF Residential Aged Care Facilities
RBWH Royal Brisbane and Women’s Hospital
SET Senior Executive Team (Metro North Hospital and Health Service)
SHECC State Health Emergency Coordination Centre
SITREP Situation Report
SMEAC Situation, Mission, Execution, Administration, Communication
TPCH The Prince Charles Hospital
8 January 2021 Printed versions are uncontrolled Page 6 of 421 Introduction
1.1 Situation
In December 2019, China reported cases of viral pneumonia caused by a previously unknown pathogen that emerged in Wuhan, China. The pathogen was identified as a novel
(new) coronavirus (recently named severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2)), which is closely related genetically to the virus that caused the 20003
outbreak of Severe Acute Respiratory Syndrome (SARS). SAR-CoV-2 causes the illness now known as Coronavirus disease (COVID-19). Currently, there is no specific
treatment, vaccine or antiviral against new virus. However, in light of recent developments, there is scientific evidence to support Remdesivir in shortening the time to recovery
in adult patients hospitalised with COIVD-19 and evidence of lower respiratory tract infection (NEJM) and Dexamethasone in lowering 28 day mortality amongst those receiving
ventilation or oxygen alone compared with standard of care (NEJM)
1.2 Purpose
The purpose of this pandemic response plan (Metro North COVID-19 Response Plan), is to ensure continuity of health services and minimise the community impact within
Metro North Hospital and Health Service (Metro North HHS) of COVID-19. Given the rapid rate that the situation is changing, this will remain a live document updated as
decisions are made throughout the pandemic.
The strategic objectives for Metro North HHS in response are:
• the safety of staff by minimising risk to staff responding to COVID-19 through appropriate training, personal protective equipment (PPE) and infection control practices
• the safety of community by minimising the transmission of COVID-19 within the Metro North community and within healthcare settings through proactive identification
and testing, effective infection control activities, and community messaging
• ensuring the HHS maintains critical services continuity
• maximise the health outcomes of peoples with COVID-19.
1.3 Authority
The World Health Organisation (WHO) declared that outbreak of COVID-19 a Public Health Emergency of International Concern on 30 January 2020.
Nationally, the Biosecurity Act 2015 and the National Health Security Act 2007 authorises activities to prevent the introduction and spread of diseases in Australia and the
exchange of public health surveillance information (including personal information) between state and territory government, the Australian Government and the World Health
Organisation (WHO).
The Queensland Department of Health declared a public health event of state significance under the Public Health Act 2005 on 22 February 2020. The issue of Public Health
Agreements are issued by designated Emergency Officers (Environmental Health Officers) under this act. The issuance of a Detention Order by an Emergency Officer
(Medical) (Public Health Physicians) is also under this Act.
The Chief Health Officer (CHO) directed all health services to:
8 January 2021 Printed versions are uncontrolled Page 7 of 42- Provide health staff to screen and conduct clinical assessment of passengers identified by Australian Border Force including the transfer of symptomatic persons to
emergency departments for testing / treatment and/or supporting access to government provided accommodation where travellers are identified as not being able to
isolate in the same location for 14 days.
- Via Public Health Units:
o Facilitate the issuing of quarantine notices to international travellers and relevant interstate travellers at points of entry
o Provide information and guidance to general practitioners and the public regarding testing and isolation requirements
o Support the clinical management of persons who are in isolation
o Provide support to quarantined guests in government facilitated accommodation and provide required health checks
o Undertake case and contact management finding for confirmed COVID-19 cases and their close contacts compliance
o Undertake compliance and monitoring of Chief Health Officer directions to persons and businesses/industry
- Plan for new or expanded models of care (such as telehealth, virtual medicine, hospital in the home and treatment of people with chronic conditions at home) 1.
The COVID-19 response within Metro North HHS is authorised by the Health Incident Controller (HIC) under the Metro North Emergency Management Plan.
1.4 Scope
This pandemic response plan covers the health sector response to COVID-19 to ensure the continued delivery of critical clinical services to existing patients and the Metro
North community.
This plan is supported by detailed subplans for Directorates, clinical streams and corporate functions.
1.5 Assumptions
This plan was developed based on the following assumptions:
• the incubation period of COVID-19 is up to 14 days (in line with WHO advice)
• routes of transmission will be via respiratory droplets (>5-10µm) or contact routes
• Metro North HHS will comply with national and state rules regarding identifying, testing, self-isolation and clinical management for COVID-19
• telecommunication networks (or adequate redundancies) are operating
• the Queensland Health ICT Network remains operational
• support services (e.g. Australian Red Cross Blood Bank, eHealth, Health Support Queensland (HSQ) (including linen and central pharmacy), Queensland Urban
Utilities, Unity Water and ENERGEX) remain available albeit at potentially reduced capacity
• there will be impacts to Metro North HHS staffing
• Metro North HHS will participate in Local Disaster Management Group and District Disaster Management Group activities.
1 25 February 2020
8 January 2021 Printed versions are uncontrolled Page 8 of 422 Pandemic phases
Phase Description
ALERT A novel virus with pandemic potential causes severe disease in humans who have had contact with infected animals. There is no effective
OS3 transmission between humans.
Novel virus has not arrived in Australia.
DELAY Novel virus has not arrived in Australia.
OS4/OS5/OS6 OS4
Small cluster of cases in one country overseas.
OS5
Large cluster(s) of cases in only one or two countries overseas.
OS6
Large cluster(s) of cases in more than two countries overseas.
CONTAIN Pandemic virus has arrived in Australia causing small number of cases and/or small number of clusters.
AUS 6a - January 2020
SUSTAIN Pandemic virus is established in Australia and spreading in the community.
AUS 6b – 25 March 2020 (Metro North
HHS)
CONTROL AUS 6c Customised pandemic vaccine widely available and is beginning to bring the pandemic under control.
RECOVER AUS 6d Pandemic controlled in Australia but further waves may occur if the virus drifts and/or is re-imported into Australia.
Note 2008 Australian Phases version used over 2019
8 January 2021 Printed versions are uncontrolled Page 9 of 422.1 National and State policy decisions
Commonwealth restrictions
• International borders remain closed
Queensland CHO Directions
• Disability Accommodation Services Direction
• Aged Care Direction
• Border Restrictions Direction
• Hospital Visitors Direction
• Movement and Gathering Direction
• Point of Care Serology Tests Direction
• Prescribing, Dispensing or Supply of Hydroxychloroquine Direction
• Protecting Public Officials and Workers (Spitting, Coughing and Sneezing)
• Restricting Cruise Ships from Entering Queensland Waters Directions
• Restriction on Businesses, Activities and Undertakings Direction
• School and Early Childhood Service Exclusion Direction
• Seasonal Workers Health Management Plans Direction
• Self-isolation for Diagnosed Cases of COVID-19 Direction
• Self-quarantine for Persons Arriving in Queensland From Overseas Direction
• COVID-19 Testing for Quarantine Facility Works Direction
• Declared Hotspots direction
3 Overview of Metro North HHS and infrastructure
Metro North HHS has a local population of over one million people (1,046,494 - 2019 preliminary estimated resident population), in an area stretching from the Brisbane River to
north of Kilcoy. Clinical services are provided at The Royal Brisbane and Women’s (RBWH), The Prince Charles Hospital (TPCH) Redcliffe Hospital, Caboolture Hospitals,
Kilcoy Hospital and at the Woodford Correctional Facility. Mental health, oral health, Indigenous health, subacute services, medical imaging and patient services are provided
across many sites including hospitals, community health centres, residential and extended care facilities, and mobile service teams. Metro North HHS has a dedicated Public
Health Unit.
8 January 2021 Printed versions are uncontrolled Page 10 of 42There are 341 general practices in the Metro North HHS region 2. Over one quarter of general practices (26.1 per cent or 89 practices) are located in the Brisbane Inner City sub region, followed by the Brisbane North sub region, with 19.6 per cent (67 practices). There is a total of 7,113 residential aged care places in the region, representing 73 residential aged care places per 1000 people in the region 3. There are 23 private hospitals in Metro North, 7 hospitals with general overnight beds, 14 with day surgery facilities and 3 mental health facilities. 2 Brisbane North PHN, 2019 3 Department of Health, 2016 8 January 2021 Printed versions are uncontrolled Page 11 of 42
Hospitals overnight beds Day surgery facilities Mental Health facilities
Brisbane Private Hospital Chermside Day Hospital New Farm Clinic
Caboolture Private Hospital Eye-Tech Day Surgeries Pine Rivers Private Hospital
Peninsula Private Hospital Marie Stopes Australia Bowen Hills Day Surgery Toowong Private Hospital
St Andrew's War Memorial Hospital Montserrat Day Hospitals (Indooroopilly)
St Vincent’s Private Hospital Northside Moreton Day Hospital
The Wesley Hospital North Lakes Day Hospital
North West Private Hospital Pacific Day Surgery Centre
Queensland Eye Hospital
Rivercity Private Hospital
Samford Road Day Hospital
Spring Hill Clinic
Spring Hill Specialist Day Hospital
Westside Private Hospital
3.1 Infrastructure
This section provides an overview of the baseline infrastructure across Metro North HHS relevant to the pandemic response.
Total beds ED treatment spaces ICU beds Isolation rooms Mortuary
Metro North HHS 1,944 155 68 438 61 Adult
RBWH 834 47 36 163 19 adult, 17 baby
TPCH 569 56 18 209 18
Redcliffe 289 27 9 27 15
Caboolture 231 25 8 37 9
Kilcoy 21 0 0 2 0
*bed alternatives excluded
8 January 2021 Printed versions are uncontrolled Page 12 of 424 Community and Stakeholder engagement
Given the widespread nature of the pandemic, a community-wide response is required. In order for Metro North HHS to enact this pandemic response plan, a wide range of
partners and key stakeholders will be communicated with and engaged. The communication strategy supports the dissemination of information to the partners and
stakeholders.
Key partners and stakeholders include:
• Metro North Board
• Metro North and Directorate Clinical Councils
• Department of Health/Chief Health Officer
• Queensland Ambulance Service
• Queensland Police Service (Chair of Brisbane DDMG)
• Local Councils (Chairs of LDMGs – Brisbane, Somerset and Moreton Bay)
• Other Government agencies
• Brisbane North Primary Health Network
• General Practitioners (GPs)
• Private hospitals
• Community pharmacies
• Aged care sector
• Australian Red Cross
• Public Health Units including Metro North Public Health Unit and other HHS Public Health Units
• Australian Defence Force
• Non-government organisations
• Critical infrastructure and suppliers
• Academic institutions
• Consumers
• Volunteers.
Consistent, succinct and contemporaneous communication will be provided. A regular email will be circulated from the Office of the Chief Executive to our partners with updates
on activities within Metro North HHS. The Metro North HHS Incident Controller will provide updates to all staff on current status and topical issues. Briefings will be provided as
requested to a range of clinical and consumer groups as well as the Metro North HHS Board. The Metro North HHS intranet site will be updated with the latest information as
well as a range of factsheets and handouts to support staff and visitors.
5 Roles and responsibilities
In line with the Queensland Health Pandemic Plan, the Department of Health leads the overall response to pandemic within Queensland and will coordinate and direct response
requirements at a system level. Metro North HHS will coordinate and lead the implementation of response requirements at an HHS level and will support Directorates.
Under the Australian Coronavirus (COVID-19) Response Plan responsibilities include, but are not limited to:
8 January 2021 Printed versions are uncontrolled Page 13 of 42Sector Partners State/HHS National
Planning X X X
Monitoring communicable disease activity domestically and internationally X X
Collecting surveillance data to contribute to national picture and state response X X
Coordination of national resources X
Development of new models of care and COVID-19 triage criteria X X
Maintaining public health services, public hospitals and laboratories X
Residential Aged Care Facilities X X
Contact Tracing X
Coordinating distribution of pharmaceuticals X
Implementing social distancing measures as per national and state recommendations X X X
Implement infection control guidelines X X X
Establish systems to promote the safety and security of people in aged care X
Develop and validate specific Coronavirus tests X
Implement testing protocols to support case management X
Undertake testing X X
Support implementation of border measures X X
Establish and manage jurisdictional medical stockpile X
6 Activation
6.1 Command and communication
Metro North HHS’s Emergency Management Plan and the Health Emergency Operations Centre (HEOC) are activated. All incident communication is via EOC accounts.
Metro North EOC-MetroNorth@health.qld.gov.au
Redcliffe EOC-Redcliffe@health.qld.gov.au
Caboolture EOC-Cab&Kilcoy@health.qld.gov.au
TPCH EOC-TPCH@health.qld.gov.au
COH EOC-COH@health.qld.gov.au
RBWH EOC-RBWH@health.qld.gov.au
STARS EOC-STARS@health.qld.gov.au
Clinical support EOC-MNCSS@health.qld.gov.au
Mental Health EOC-MNMentalHealth@health.qld.gov.au
Public Health EOC-MNPublicHealth@health.qld.gov.au
8 January 2021 Printed versions are uncontrolled Page 14 of 42Metro North COVID-19 planning activity is being coordinated by Metro North Planning and Strategy through the Executive Director, Planning and Strategy. This planning team
is an extension of the Metro North HEOC. Metro North-wide working groups will coordinate planning activities, develop procedures, protocols, models of care, communication
materials, digital solutions and support implementation of this plan. The working groups are: digital, workforce, service models, clinical management COVID-19, finance,
procurement and logistics, infrastructure and assets, clinical operational support and partners and communication. Directorates have key contacts to lead local planning and
interface with Metro North working groups.
Committees and groups support the planning and response to the pandemic at State, HHS and directorate levels. Appendix 5 details the list of committees relevant for Metro
North HHS, their frequency and key contact.
6.2 Reporting
Metro North EOC will report HHS-wide data to the State Health Emergency Coordination Centre (SHECC) as indicted by SHECC via SHECC@health.qld.gov.au. Each
Directorate EOC will provide a Sitrep to the Metro North EOC as indicated by Metro North EOC.
All incident reporting is via EOC email accounts with Metro North HEOC being the single point of contact for all external reporting.
The SHECC Sitrep will be distributed as it is received to all Directorates and Executive Directors (Metro North and Clinical Directorates) via EOC email accounts.
7 Response
7.1 Triggers and response activity
The response plan spans from Sustain Tier 0, Sustain Tier 1, Sustain Tier 2, Sustain Tier 3, Sustain Tier 4 and Sustain Tier 5 as the transmission of COVID-19 increases.
SUSTAIN - SUSTAIN - SUSTAIN - SUSTAIN - SUSTAIN SUSTAIN
TIER 0 TIER 1 TIER 2 TIER 3 - TIER 4 - TIER 5
Triggers are determined for each phase however they may vary for each facility depending on their baseline capacity and capability. Baseline and surge capacity is outlined in
Appendix 2 and 3.
The tier levels are separate indicators to risk levels. For example there may be lower community transmission placing the HHS in Tier 1, however due to the number of close
contacts of the person who is positive for COVID-19 there may be a moderate risk of transmission. Further information on the implications for PPE use based on risk
assessment is available in section 7.1.6.7.
8 January 2021 Printed versions are uncontrolled Page 15 of 427.1.1 Tier 0: Prevent local transmission and prepare
Governance Personnel Fever Clinic ICU
IMT active Staff Adjacent or external to ED, Maintain as is
EOC – stood up wipe down personal ipads/phones; community-based – adjust capacity
wipe down hard surfaces based on demand
Report PPE daily, weekly PPE
stocktake establish weekly communication with ED Inpatient COVID-19
Medication stocktake at each site staff – vidcasts, emails, as
appropriates Identify locations in ED for patients Single rooms, isolate
weekly
with ILI symptoms. suspected/confirmed COVID-19
MN Response – Strategic Planning Visitors
patients or those in quarantine
Group do not attend if unwell, as per CHO
Virtual Ward – as required
SHECC twice weekly reporting direction
Minimise movement of inpatients with
Volunteers
confirmed or suspected COVID-19
do not attend if unwell, complete within wards or across the hospital,
volunteer checklist, risk assess roles, use portable x-rays and ultrasounds
engaged as appropriate where able.
Consumer representation All blood collection and ancillary
complete Consumer COVID checklist, services managed within the ward
risk assess roles
Meetings Training Service Operations Facility
Adhere to social distancing No restrictions – social distancing to Implement hypervigilant screening/ Signage at entrances alerting
Virtual meetings where able be observed testing patients, visitors and staff not to enter
PPE training for all staff All non-urgent review appointments a health service if unwell
Activate Metro North meetings –
Assess PAPR protocols, cleaning to be done virtually. Entrances/Exits – separate staff
MN COVID-19 IMT – twice weekly
and training Consider patients wearing masks for entrances, sanitising stations at all
MN Response – Strategic Planning entrances
OPD clinics where social distancing
Group – twice weekly
is not possible Fast track all patients with fever
MN EOC Logistics Team >37.5 to ED Triage or Fever Clinic
Increase procedural and outpatient
MN PPE Usage update clinic activity to address any demand Security – maintain
MN PPE Clinical advisory group – issues – maximise category 1 and 2, Cleaning - frequent touch point
determine frequency as appropriate focus on category 3 waiting longer cleaning
than 240 days and current long waits.
Pharmacy – maintain 6 months
Utilise flexible theatre templates supply of pharmacy stocks (based on
Outsource activity where appropriate usual supply)
8 January 2021 Printed versions are uncontrolled Page 16 of 42Meetings Training Service Operations Facility
Outpatients supplied with one month Consider allocation of CT scanner for
of medication. suspected or confirmed COVID-19
Outreach services to continue patients
Food, linen and waste services – use
PPE in accordance with Queensland
Health and Metro North guidance
7.1.2 Tier 1: Limited community transmission
*Note: additional measures to those below may be implemented for periods of time at the discretion of the CHO or the Metro North executive if deemed necessary.
Governance Personnel Fever Clinic ICU
As per Tier 0 plus: As per Tier 0 plus: As per Tier 0 plus: Children requiring ICU treatment will
PPE stocktake - if stocktake variance Staff Increase and/or reallocate staff be transferred via QAS to QCH
exceeds 5% (of prior day’s closing universal mask wearing for all ED
balance) for three consecutive staff (when directed by CE)
weeks, change to daily stocktake
minimise staff movement across
wards and facilities
develop staff teams and minimise ED Inpatient COVID-19
contact between teams
Relocate ED patient cohorts to As per Tier 0 plus
consider roles that can work remotely alternate location outside ED e.g. Assess need for Designated COVID-
discourage congregation in tearooms fast track to OPD, to allow space for 19 wards
and other shared spaces influenza like illness patients to be
Virtual Ward capacity increased
enact staff management plans separated
Increase and/or reallocate staff
activate COVID-19 HR hotline – Increase and/or reallocate staff
hours as demand indicates Minimise inter-hospital transfers of
Utilise Virtual ED
suspected or confirmed COVID-19
daily communication with all staff patients unless higher level care is
Volunteers - engage in low risk roles indicated
Consumers – engaged in low risk
activities
Visitors – as per CHO Direction
Meetings Training Service Operations Facility Protection
8 January 2021 Printed versions are uncontrolled Page 17 of 42As per Tier 0 plus: As per Tier 0 plus: As per Tier 0 plus: As per Tier 0 plus:
Discretionary suspension of non- Discretionary suspension of non- Consider patients wearing level 1 Security – review model, measure
essential meetings where they essential training where they impact surgical masks for OPD clinics where need for enhanced traffic
impact on clinicians’ time to respond on clinicians’ time to respond to social distancing is not possible management, evaluate need for
to COVID-19 COVID-19 Maintain activity and critical referrals security present at building entrances
Activate Directorate IMT and related Adhere to social distancing in from other HHSs Reduce hospital access points
meetings – determine frequency as Essential training to be delivered Increase HITH capacity including Concierge at key entrances
appropriate virtually where able virtual capability
Continue PPE training Increase use virtual models for
Increase frequency of
Continue PAPR training outreach services where able
MN IMT – based on need Continue OVP training Outbreak management – reallocation
of staff to other sites.
MN Response – Strategic Planning –
based on need Reallocate staff to frontline roles as
demand dictates
Prepare processes to enable
suspension of Category 3 and 6
surgery, medical and non-emergency
dental procedural activity when
advised. NOTE: suspension of
activity not to occur without
authorisation from the Chief
Executive.
Prepare processes to enable
suspension of accepting Category 3
OPD referrals when advised. NOTE:
suspension of activity not to occur
without authorisation from the Chief
Executive.
8 January 2021 Printed versions are uncontrolled Page 18 of 427.1.3 Tier 2: Moderate community transmission
*Note: additional measures to those below may be implemented for periods of time at the discretion of the CHO or the Metro North executive if deemed necessary.
Governance Personnel Fever Clinic ICU
As per Tier 1 plus: As per Tier 1 plus: As per Tier 1 As per Tier 1 plus:
Report PPE daily, twice weekly Staff Expand ICU footprint and into adjacent
PPE stocktake – if stocktake separate inpatient and outpatient areas
variance exceeds 5% (of prior teams Assess need to expand into PACU and
day’s closing balance) for three develop staff teams and minimise operating theatres
consecutive weeks, change to contact between teams ED Inpatient COVID-19
daily stocktake separate inpatient and outpatient
teams As per Tier 1 plus: As per Tier 1 plus:
Enact contract with private
consider reallocation of workload Expansion of ED spaces to other Designated COVID-19 wards as required
hospitals as required
for vulnerable staff locations e.g. into SSU and relocate Virtual Ward – increase capacity
Establish regular meetings with continue COVID-19 HR hotline SSU to accommodate all patients
COVID-19 positive children who do not
private hospitals maintaining separation of patients
all staff wear level 1 or 2 surgical require admission to an acute facility will
masks Virtual ED – increase capacity as be admitted under the QCH virtual ward
demand requires program
Community hotline activated when
required RACF with COVID-19 be admitted to
No volunteers engaged onsite acute facility as outlined in RACF
Outbreak Response Plan
No consumer representatives engaged
on site
Visitors – as per CHO Direction
Meetings Training Service Operations Facility Protection
As per Tier 1 plus: As per Tier 1 plus: Outpatients As per Tier 1 plus:
Virtual meetings only Suspension of non-essential All OPD patients wear level 1 surgical Concierge and signage at entrances,
Suspension of non-essential training masks in waiting rooms alerting patients, visitors and staff not to
meetings (see Appendix 4) Orientation for new starters online Inpatients wear level 1 surgical masks enter a health service if unwell
when away from immediate bed area 24-Hr Concierge at ED Triage to screen
Category 1 and urgent category 2 only arrivals for COVID-19 symptoms
when directed by the CE Fast track all patients with COVID-19
Outsource activity as able symptoms to ED Triage or Fever Clinic
Repurpose OPD areas as appropriate Cleaning – frequent touch point cleaning
teams enhanced
8 January 2021 Printed versions are uncontrolled Page 19 of 42 Virtual appointments where able Visitor log established
Surgery/procedures Staff entry control via QR Code and/or
Category 1 and 4 and category 2, swipe card access as required
urgent category 5 and emergency
procedures only when directed by CE
Repurpose surgical wards to medical
wards as demand dictates
Increased scope of services to private
sector
Dental emergency only when directed by
CE
7.1.4 Tier 3, 4 and 5: Significant community transmission
The following assumes at least Tier 2 response and only identifies additional actions by exception.
Governance Personnel Facility Protection Fever Clinic ICU Service Meetings Training
Operations
As per Tier 2 As per Tier 2 Installation of IR heat As per Tier 2 Expand into Utilise As per Tier 2 No face to
cameras at ED triage PACU and OT campus wide face training,
to ensure arrival Utilise private clinical area essential
temperaturesGovernance Personnel Facility Protection Fever Clinic ICU Service Meetings Training
Operations
Consider Consider As per Tier 3 As per Tier 3 Increase virtual ED Emergency Frequency of As per Tier 3
Metro North recruitment of capacity to enable activity only meetings
and Metro non-clinical calls from the public Utilise private reviewed
South HHS staff to assist hospitals for
combined with clinical emergency
EOC load where ED Inpatient COVID-19 medical and
appropriate surgical
As per Tier 3 Utilise overcensus activity
Tier 4
bed areas
Utilise other
Utilise private facilities such
hospitals as residential
designated wards and other
for COVID-19 health care
patients facilities for
patient still
requiring
medical care
Governance Personnel Facility Protection Fever Clinic ICU Service Meetings Training
Operations
As per Tier 4 Activate As per Tier 4 As per Tire 4 As per Tier 4 Increase HITH Frequency of As per Tier 4
workforce for capacity meetings
temporary ED Inpatient COVID-19 reviewed
Tier 5
facilities
As per Tier 4 Establish field
hospital with
designated COVID-
19 areas
7.1.5 Contact tracing
Metro North HHSs has 57 public health nurses and environmental health officers authorised as contact tracers. These officers have the associated function of serving of the
legal notices by Emergency Officer (General) - 24 Emergency Officers (General) appointed under the Public Health Act. Contact tracing capacity is 600 to 800 tracers per day.
In the event of a surge capacity can be quickly increased by providing training and authorisation and drawing on staff from other areas of Metro North and local government
environmental health officers available at short notice
8 January 2021 Printed versions are uncontrolled Page 21 of 427.1.6 Clinical management for suspected or confirmed COVID-19 positive patient
Rationalisation of patient contact to essential activities is paramount. Maximal use of phone/skype/video interactions should be used if physical examination is not required.
The clinical spectrum of infection with COVID-19 ranges from mild disease with non-specific signs and symptoms of acute respiratory illness, to severe pneumonia with
respiratory failure and septic shock. Deterioration, when it occurs is often rapid, leaving little time for discussions around appropriate levels of care.
The below outlines inpatient care principles:
• For patients on the “critical care pathway” every attempt should be made to make this transition, should it be required, as smooth and predictable as possible.
– Develop appropriate resuscitation plans
– Detect and manage deterioration early, preferably in daylight hours
– Avoid Medical Emergency Team (MET) calls, emergency Intubation and resuscitation by obtaining early ICU review
• For patients on the conservative pathway
– Ensure adherence to the AHD and avoid MET calls
– Proactive, supportive discussions with patients and families should include prognostic information, the potential for reversibility of symptoms and the potential burden
of non-beneficial interventions. It will help to understand the patient’s values and preferences regarding life-sustaining interventions
– In such discussions avoid assumptions based on chronological age or incomplete understanding of health status. Careful consideration must be given to co-
morbidities, underlying frailty, quality of life and anticipated lifespan when determining appropriate management.
– Involve palliative care clinicians to help identify, triage and support patients in need of specialist palliative care management. This may include triaging patients who
may benefit from transfer to a palliative care unit, transfer home (with palliative or home support if indicated), to another hospital or to an alternative care facility.
– Involve GP’s, community services and outreach services as required.
– Accelerate uptake of advance care planning among older at-risk populations in hospital, community settings and RACFs so that advance care plans stipulate
circumstances where hospitalisation or aggressive life-support interventions in hospital would constitute forms of futile and inhumane care and unnecessary use of
hospital beds.
• For patients who are resident in an RACF:
– Patients with confirmed or suspected COVID-19 who live in residential aged care facilities (RACF) should in general be managed on a conservative pathway (see
above). Every effort should be made by hospital outreach services (RADAR) and public health units to support RACF staff to provide isolation and care in the
resident’s “home”.
“The Queensland ethical framework to guide clinical decision making in the COVID-19 pandemic” can be found at
https://www.health.qld.gov.au/__data/assets/pdf_file/0025/955303/covid-19-ethical-framework.pdf This Framework supports clinical decision making and should be used by
Metro North HHS staff to assist during the pandemic.
8 January 2021 Printed versions are uncontrolled Page 22 of 427.1.6.1 Reception
Patients can present at a number of locations including:
• onsite fever clinics
• offsite fever clinics
• general practice
• emergency department
• home.
Metro North HHS will have fever clinics located at:
• Royal Brisbane and Women’s Hospital
• The Prince Charles Hospital
• Redcliffe Hospital
• Pine Rivers Community Health Centre
• Redcliffe Showgrounds
• Quarantine Hotels Mobile clinic.
In addition pop up clinics in an additional 2 locations are being established.
7.1.6.2 Clinical Guidelines
Metro North HHS have enabled enhanced testing within our Hospital and Health Service to test beyond the suspect case definition (Refer to COVID-19 Enhanced Testing
Policy for details)
7.1.6.3 Diagnostics for Reception
Patients presenting to the Fever Clinics will be assessed for testing in accordance with the Communicable Diseases Network of Australia (CDNA) guidelines. Those who meet
the current criteria will be tested with a single swab passed to the back of both the nose and the throat. The swab will be referred to the laboratory for testing labelled NCV-PCR.
All patients who meet criteria and are subsequently tested are defined as “suspect cases” and should return home to self-isolation. It is important that clinicians in Fever Clinics
ensure that this is viable prior to discharge. Alternate accommodation can be arranged via the local HEOC. Discharged patients must be informed that test results may take 48
hours and should be given literature describing their responsibilities as well as pathways to seek help while in isolation.
8 January 2021 Printed versions are uncontrolled Page 23 of 42COVID-19 is a notifiable disease. Following testing of the specimen, patients who are positive will be notified to both Metro North Public Health and also to the Metro North
“Virtual Ward.” The patient will be contacted by both services – Public Health to serve an Enforceable “Public Health Order” to self-isolate and initiate contact tracing and the
Virtual Ward to ensure ongoing care and early identification of deterioration.
Patients who test negative for COVID-19 will be notified of this by Text message. It is important to note that patients must continue in isolation if they fulfil the criteria laid down
by the Australian Government such as recent return from overseas.
7.1.6.4 Patient disposition
MET calls and emergency resuscitation carry a very high risk of staff contamination and infection. For this reason, every attempt should be made to eliminate this process from
management.
Minimising emergency resuscitation will entail:
• development of an Advanced Health Plan (AHP) for every patient on admission
• clarity of information within wards on every AHP available to staff 24/7
8 January 2021 Printed versions are uncontrolled Page 24 of 42• early recognition of deterioration
• early placement in a single isolation room
• early consultation with ICU.
For patients with comorbid disease, escalating or intensive care management of COVID-19 may necessitate communication on care decisions. This may include which
therapies should be continued and which therapies should be paused or discontinued. Proactive, supportive discussions with patients and families should include prognostic
information, the potential for reversibility of symptoms and the potential burden of non-beneficial interventions. It will help to understand the patient’s values and preferences
regarding life-sustaining interventions. Palliative care clinicians should be involved to help identify, triage and support patients in need of specialist palliative care management.
7.1.6.5 Baseline for admission
Patients with significant clinical symptoms requiring inpatient care should be admitted under full isolation precautions pending testing for both COVID-19 and a full respiratory
screen.
A decision to admit will depend on the clinical presentation, for example:
• mild to moderate symptoms – admit to low acuity care or virtual ward as appropriate
• major symptoms, altered vital signs, saturations• Clinicians from Residential Aged Care Assessment and Referral service (RADAR)
• Metro North Community Health clinicians.
7.1.6.7 PPE for staff
It is expected staff will comply with standard precautions, including hand hygiene (5 Moments) for all patients with respiratory infections. In addition:
• patients and staff should observe cough etiquette and respiratory hygiene
• comply with transmission-based precautions for patients with suspected or confirmed COVID-19:
o contact and droplet precautions for routine care of patients
o contact and airborne precautions for aerosol generating procedures
• if patient transfer outside the room is essential, the patient should wear a surgical mask during transfer and follow respiratory hygiene and cough etiquette.
For most inpatient contacts between healthcare staff and patients the following PPE is safe and appropriate and should be put on before entering the patient’s room. For
hospitalised patients requiring frequent attendance by medical and nursing staff, a P2/N95 mask should be considered for prolonged or very close contact as per the guide for
choosing PPE.
Droplet - Contact and Standard Precautions for Standard Care i.e.:
• surgical mask
• long sleeve impermeable gown
• gloves
• protective eyewear / face shield
Airborne - Contact and Standard Precautions for aerosol-generating procedures (for example, taking respiratory specimens, suctioning, intubation, nebulisers), patients with
significant respiratory illness, or prolonged exposure (i.e. > 15 minutes face-to-face contact or in same room for > 2 hours).
• negative pressure room where possible
• P2 / N95 mask
• long sleeve impermeable gown
• gloves
• protective eyewear / face shield.
8 January 2021 Printed versions are uncontrolled Page 26 of 42PPE use and escalation will also be determined based on assessment of irks of community transmission of COVID-19. The Pandemic Response Guidance: Personal protective equipment in Healthcare delivery outlines the definitions of risk and recommendations. The table below is an excerpt from the guidance on recommended escalation in addition to standard precautions. 8 January 2021 Printed versions are uncontrolled Page 27 of 42
7.1.6.8 Diagnostics for patients admitted to hospital
All patients admitted with suspected COVID-19 should have nasopharyngeal and oropharyngeal (throat) swabs performed (unless this has already been performed prior to the
admission) by staff trained to properly perform these procedures in order to maximise the sensitivity of real-time PCR (RT-PCR) testing that is currently the diagnostic test of
choice. RT-PCR testing has a turnaround time of 4 to 6 hours but can be significantly delayed by overload within the laboratory.
Presentations with COVID-19 are often indistinguishable from other respiratory viruses so additional testing with a full “respiratory panel “is often appropriate.
In patients with very recent onset of symptoms, RT-PCR tests may take up to 6 days to become positive, and hence the sensitivity of the initial test may be no more than 70%.
Repeat testing at 24 and 48 hours is reasonable in patients with risk factors and/or suggestive clinical features and/or non-response to effective antibiotics in cases of atypical
pneumonia where other pathogens have been excluded.
In patients who already have lower respiratory tract infection and have a productive cough, after they have rinsed their mouth with water, a deep cough sputum sample should
also be expectorated directly into a sterile container.
A serology specimen should be collected during the acute phase of the illness (preferably within the first 7 days of symptom onset), stored, and when serology testing becomes
available, tested in parallel with convalescent sera collected 3 or more weeks after acute infection.
Viral cultures and serological tests have no utility in acute diagnosis and should not be requested.
7.1.6.9 Clearances
Patients must be free of symptoms including fever for 72 hours prior to clearance. There is no requirement for additional testing. Refer to CDNA SoNG for latest updates.
Coronavirus Disease 2019 (COVID-19) CDNA National guidelines for public health units: https://www1.health.gov.au/internet/main/publishing.nsf/Content/cdna-song-novel-
coronavirus.htm
7.1.7 Digital resources
The following digital resources are available:
• Syndromic activity board – COVID-19
• COVID-19 dashboard – provides the following data elements:
o total ILI presentation as proportion of total presentations
o ILI presentation via ED per discharge disposition
o SSU admitted, D/C or Transferred
o ILI presentations by Geographic distribution
o age group distribution.
8 January 2021 Printed versions are uncontrolled Page 28 of 42• COVID-19 intranet site https://qheps.health.qld.gov.au/metronorth/flu
• Alerts in Patient Flow Manager and Wardview for COVID-19 positive patients
• Incoming Passenger app – supports screening and registration of people at any Brisbane airport.
• DcoVA –enables statewide registration of patients with COVID-19, and support management of patients under Public Health Orders (PHOs). It has a direct feed from
AUSLAB for COVID-19 results and there is further potential for natural language processing of medical imaging results.
• WAT- workforce attendance tracker. This allows real time reporting of staff absences.
• Virtual care digital resources - https://qheps.health.qld.gov.au/metronorth/digital-metro-north/virtual-care
7.1.8 Resource management
7.1.8.1 PPE stockpiles and clinical consumables
Each Directorate will manage PPE stockpiles and clinical consumables to determine and ensure appropriate stock levels are available to support BAU as well as expected
surge. The provision of PPE most focus foremost on staff but is also required for patients and visitors in certain circumstances. PPE appropriate for COVID-19 includes:
• disposable gloves
• long sleeve gowns
• goggles
• surgical/N95 masks and
• alcohol hand gel.
PPE is available and placed at the entrances/triage desks within all publicly accessible areas – particularly in ICU, Emergency Departments and wards being used to
accommodate COVID-19 patients.
Clinical consumables notable for management of COVID-19 include flocked swabs for viral polymerase chain reaction.
7.1.9 Operational support
Environmental cleaning of patient care areas:
1. Cleaners should observe contact and droplet precautions signage
2. Environmental cleaning and disinfection of infection control areas will occur in line with current Queensland Health and Metro North HHS Guidelines
3. Frequently touched surfaces such as doorknobs, bedrails, tabletops, light switches, patient handsets in clinical areas and patient room should be cleaned daily
4. Frequently touched surfaces such as doorknobs, bedrails, tabletops, light switches, patient handsets in non-clinical areas will be cleaned more frequently
8 January 2021 Printed versions are uncontrolled Page 29 of 425. Perform terminal cleaning of all surfaces (as above plus floor, ceiling, walls, blinds) after a patient is discharged
6. A combined cleaning and disinfection procedure should be used; this is either
a. 2-step - detergent clean, followed by disinfectant; or
b. 2-in-1 step - using a product that has both cleaning and disinfectant properties.
7. Any hospital-grade, TGA-listed disinfectant that is commonly used against norovirus is suitable, if used according to manufacturer’s instructions.
7.2 Human resources
The health, safety and wellbeing of all healthcare workers is a priority for Metro North HHS. A staff management portfolio has been established which will manage and monitor
the reallocation of staff, ensuring allocation to priority areas and matching of skillsets. A survey to identify staff able and willing to be reallocated has been conducted and
distributed to the Directorates. Directorates staff management team/coordinator will manage staff within their Directorates and access Metro North team as required.
A wellbeing strategy is being implemented with the aim to ensure staff feel supported and that their wellbeing is at the forefront of everything we do during the pandemic. A
wellbeing executive has been appointed to oversee and manage staff wellbeing during this time. This strategy links staff to available resources and tools to assess and support
their wellbeing. A peer support line to provide psychiatrist led support to medical specialists working in ICU, Emergency departments, respiratory wards and the anaesthetists
has also been established.
7.2.1.1 Staff management
A range of strategies to ensure adequate workforce are available during the pandemic will be implemented in line with the tiered response including:
• new rostering models
• recruiting retired or semi-retired clinicians
• reassigning healthcare workers out of their usual work area
• utilising healthcare students as assistants
• reviewing scope of practice
• increasing casual pools and temporary staff
• increasing hours of part time staff on voluntary basis
• active leave management including absenteeism and fatigue
• accelerated recruitment processes.
8 January 2021 Printed versions are uncontrolled Page 30 of 427.2.1.2 Managing ill workers
Ill or quarantined workforce will be managed in line with the Queensland Health Human Resources Guidelines available on the intranet. Refer to section 7.2.1.1 for details on
managing vulnerable workforce.
Leave, Returning and returning to work
Different leave types, either paid or unpaid, may be granted to employees directly affected by this event. Refer to the MNHHS COVID-19 Virus Pandemic Factsheet for
information regarding specific leave options.
Quarantine
All Metro North HHS staff impacted by isolation / quarantine must be registered with the Metro North HHS Emergency Operations Centre via EOC-
MetroNorth@health.qld.gov.au.
7.2.1.3 Staff wellbeing strategy
The Metro North Wellbeing Strategy – COVID-19 covers the emotional, financial, physical and social domains of wellbeing.
Metro North’s values of compassion, integrity, respect, teamwork and high performance form the foundation of decisions and actions relating to the wellbeing strategy during
COVID-19. The position of Chief Wellbeing Officer is accountable for the strategy.
The aims of the strategy are to ensure staff feel supported and have their wellbeing considered, link to existing resources and provide access to new initiatives tailored to
COVID-19.
New initiatives include:
• COVID-19 HR hotline
• Peer responder program to provide psychological first aid
• RUOK’ERS to provide a collegiate support network
• COVID Staff Psychology Support – a tailored onsite counselling service for any employee who has increased risk to their mental wellbeing resulting from working directly
with COVID-19 patients
Profession focussed support and initiatives are outlined in the Metro North Wellbeing Strategy as well as professional association support included below:
• Medical Professional Association Support
8 January 2021 Printed versions are uncontrolled Page 31 of 42You can also read
