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  1. Article ; Online: Management of SARS-CoV-2 in the Military and Lessons for Future Pandemics.

    Yi-Song Liew, Terence / Zhi Qiang Seah, Benjamin / Chua, Choon Guan / Boon Chuan Tan, Benjamin

    Military medicine

    2021  Volume 187, Issue 9, Page(s) e1530–e1537

    Abstract: Introduction: The severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) pandemic has ... in the face of a devastating pandemic, well-thought and tailored management measures must be implemented. ... drawer plans, continuous medical intelligence gathering on SARS-CoV-2 characteristics, conducting rapid ...

    Abstract Introduction: The severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) pandemic has resulted in devastating consequences, with high death tolls and significant impact on global health, geopolitics, and socioeconomic aspects of society among others. Militaries around the world have been affected in many ways, in terms of force attrition and disruption to operations.
    Materials and methods: The Republic of Singapore Air Force (RSAF) had formulated multiple strategies and executed several contingency plans to respond swiftly and effectively to the pandemic. Measures taken by the RSAF included leveraging pandemic drawer plans, continuous medical intelligence gathering on SARS-CoV-2 characteristics, conducting rapid disease testing and contact tracing, formulating a risk assessment matrix for personnel based overseas, enforcing safe management measures and mask-wearing, and ensuring that critical medical functions were sustained.
    Results: This article summarizes important lessons learnt that may be applied to future pandemics, including the importance of threat assessment, pandemic preparedness, adopting a tiered defense strategy, widespread testing, expeditious contact tracing and isolation, effective communication, and re-defining the new norms for post-pandemic recovery.
    Conclusion: The military remains essential to every country's defense and security. However, its unique construct and nature of operations may render it susceptible to uncontained viral transmission. To minimize manpower attrition and maximize force health in the face of a devastating pandemic, well-thought and tailored management measures must be implemented.
    MeSH term(s) Humans ; Pandemics/prevention & control ; SARS-CoV-2 ; Military Personnel ; COVID-19/epidemiology ; Contact Tracing
    Language English
    Publishing date 2021-08-17
    Publishing country England
    Document type Journal Article
    ZDB-ID 391061-1
    ISSN 1930-613X ; 0026-4075
    ISSN (online) 1930-613X
    ISSN 0026-4075
    DOI 10.1093/milmed/usab337
    Database MEDical Literature Analysis and Retrieval System OnLINE

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  2. Article ; Online: Management of a large outbreak of COVID-19 at a British Army training centre: lessons for the future.

    Routledge, Matthew / Lyon, J / Vincent, C / Gordon Clarke, A / Shawcross, K / Turpin, C / Cormack, H / Robson, S C / Beckett, A / Glaysher, S / Cook, K / Fearn, C / Goudarzi, S / Hutley, E J / Ross, D

    BMJ military health

    2023  Volume 169, Issue 6, Page(s) 488–492

    Abstract: ... a vital learning opportunity to minimise the impact of potential future pandemics, which may produce ... transmissible SARS-CoV-2 variant B.1.1.7.: Methods: Testing for SARS-CoV-2 was performed using a combination ... within training centres, both civilian and military. Here we present a narrative review of an outbreak that occurred ...

    Abstract Introduction: The COVID-19 pandemic has posed major challenges for infection control within training centres, both civilian and military. Here we present a narrative review of an outbreak that occurred at the Royal Military Academy Sandhurst (RMAS) in January-March 2021, in the context of the circulating, highly transmissible SARS-CoV-2 variant B.1.1.7.
    Methods: Testing for SARS-CoV-2 was performed using a combination of reverse transcriptase PCR and Lateral Flow Devices (LFDs). Testing and isolation procedures were conducted in line with a pre-established symptom stratification system. Genomic sequencing was performed on 10 sample isolates.
    Results: By the end of the outbreak, 185 cases (153 Officer Cadets, 32 permanent staff) had contracted confirmed COVID-19. This represented 15% of the total RMAS population. This resulted in 0 deaths and 0 hospitalisations, but due to necessary isolation procedures did represent an estimated 12 959 person-days of lost training. 9 of 10 (90%) of sequenced isolates had a reportable lineage. All of those reported were found to be the Alpha lineage B.1.1.7.
    Conclusions: We discuss the key lessons learnt from the after-action review by the Incident Management Team. These include the importance of multidisciplinary working, the utility of sync matrices to monitor outbreaks in real time, issues around Officer Cadets reporting symptoms, timing of high-risk training activities, infrastructure and use of LFDs. COVID-19 represents a vital learning opportunity to minimise the impact of potential future pandemics, which may produce considerably higher morbidity and mortality in military populations.
    MeSH term(s) Humans ; COVID-19/epidemiology ; SARS-CoV-2 ; Military Personnel ; Pandemics ; Disease Outbreaks
    Language English
    Publishing date 2023-11-22
    Publishing country England
    Document type Review ; Journal Article
    ZDB-ID 3011686-7
    ISSN 2633-3775 ; 2633-3767
    ISSN (online) 2633-3775
    ISSN 2633-3767
    DOI 10.1136/bmjmilitary-2021-001976
    Database MEDical Literature Analysis and Retrieval System OnLINE

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  3. Article ; Online: Crisis management for surgical teams and their leaders, lessons from the COVID-19 pandemic; A structured approach to developing resilience or natural organisational responses.

    Pring, Edward T / Malietzis, George / Kendall, Simon W H / Jenkins, John T / Athanasiou, Thanos

    International journal of surgery (London, England)

    2021  Volume 91, Page(s) 105987

    Abstract: ... large military organisations and surgical organisational management in healthcare. Models ... to an institutional crisis and ensure future resilience.: Conclusion: We believe that healthcare, and surgeons ... in the future, both near and distant. As such, following a review of the literature, we have explored a number ...

    Abstract Background: Multiple industries and organisations are afflicted by and respond to institutional crises daily. As surgeons, we respond to crisis frequently and individually such as with critically unwell patients or in mass casualty scenarios; but rarely, do we encounter institutional or multi-institutional crisis with multiple actors as we have seen with the COVID-19 pan-demic. Businesses, private industry and the financial sector have been in a more precar-ious position regarding crisis and consequently have developed rapid response strate-gies employing foresight to reduce risk to assets and financial liquidity. Moreover, large nationalised governmental organisations such as the military have strategies in place ow-ing to a rapidly evolving geopolitical climate with the expectation of immediate new chal-lenges either in the negotiating room or indeed the field of conflict. Despite both nation-alised and privatised healthcare systems existing, both appeared ill-prepared for the COVID-19 global crisis.
    Methods: A narrative review of the literature was undertaken exploring the approach to crisis man-agement and models used in organisations exposed to institutional crises outside the field of medicine.
    Results: There are many parallels between the organisational management of private business institutions, large military organisations and surgical organisational management in healthcare. Models from management consultancies and the armed forces were ex-plored discussed and adapted for the surgical leader providing a framework through which the surgical leader can bring about an successful response to an institutional crisis and ensure future resilience.
    Conclusion: We believe that healthcare, and surgeons (as leaders) in particular, can learn from these other organisations and industries to engage appropriate generic operational plans and contingencies in preparation for whatever further crises may arise in the future, both near and distant. As such, following a review of the literature, we have explored a number of models we believe are adaptable for the surgical community to ensure we remain a dy-namically responsive and ever prepared profession.
    MeSH term(s) COVID-19 ; General Surgery/organization & administration ; Humans ; Leadership ; Models, Organizational ; Patient Care Team/organization & administration ; Resilience, Psychological ; SARS-CoV-2 ; Surgeons/organization & administration ; Surgeons/psychology
    Language English
    Publishing date 2021-06-04
    Publishing country England
    Document type Journal Article ; Review
    ZDB-ID 2212038-5
    ISSN 1743-9159 ; 1743-9191
    ISSN (online) 1743-9159
    ISSN 1743-9191
    DOI 10.1016/j.ijsu.2021.105987
    Database MEDical Literature Analysis and Retrieval System OnLINE

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