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      Walkie talkies to aid health care workers’ compliance with personal protective equipment in the fight against COVID-19

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          Abstract

          Dear Editor The recent article by Houghton et al. in the Cochrane Database of Systematic Reviews highlighted some key limitations associated with health care workers’ compliance with infection prevention and control (IPC) guidelines [1]. Addressing barriers highlighted by this review is crucial to keep healthcare workers and patients safe during the SARS-CoV-2 pandemic. They identify that the practicalities of donning and doffing personal protective equipment (PPE) are a barrier to adherence. They recognise this process as time-consuming and detrimental to healthcare workers’ health [1]. However, we wanted to draw the readers’ attention to another barrier created by PPE. Whilst wearing full PPE, communication between COVID and non-COVID designated areas becomes a challenge [2]. Firstly, phones and pagers are difficult to access or cannot be used due to contamination risk. Secondly, staff must remove PPE when moving from one clinical area to another. This both delays communication and serves as an additional drain on precious PPE resources [1]. What can be done? One approach is to use walkie talkies. Liew et al. draw attention to their use in Singapore [3]. They provide a quick, resource-efficient and effective means of communicating and may provide a solution. At our charity, Asthma Innovation Research (AIR), we recognised the potential of walkie talkies through the team’s personal experience and have subsequently supplied over 75 hospitals across the UK. Nevertheless, while they have several attributes that make them suitable for use during the current pandemic, there are limitations that must be acknowledged and addressed (Tables 1 and 2). For example, one of the most attractive advantages is also the biggest shortcoming: Commercially available walkie talkies are licence-free and are not dependent on pre-existing telecommunication infrastructure. Therefore, they can be rapidly deployed with no additional costs and allow for timely integration into practice. However, this makes them vulnerable to data breach as the channel may be disrupted by non-health care professionals. Thankfully, awareness of this issue and proactive mitigation can significantly reduce this risk (Table 2). Although walkie talkies may not be a perfect system, they provide a much needed immediate solution. However, preparations for further pandemics should be made, addressing these limitations (Table 2). Table 1 Advantages and disadvantages of walkie talkie use in health care settings Advantages Disadvantages Low cost Non-secure channel Easy to decontaminate per IPC guidance Miscommunication between multiple teams sharing the same channel Simple to operate Radio frequencies may be obstructed by hospital structures (e.g. lead lining within radiotherapy departments) Can be used while wearing PPE Specific communication approach required Does not rely on telecommunication infrastructure “One to many” communication provides instant access to the whole team Table 2 Current and future solutions to key disadvantages of walkie talkie use in health care settings Issue Current solution Future solutions Non-secure channel - Avoid patient identifiable information - Frequency hopping: a coordinated channel switch by the team arranged off an open channel - Investment into secure radio systems that use: Encrypted frequencies Automatic frequency-hopping Miscommunication between multiple teams sharing the same channel - If more than one different department using walkie talkies, department heads should establish which channel to use for each team to keep communications separate. Radio frequencies may be obstructed by hospital structures (e.g. lead lining within radiotherapy departments) - To be aware of signal loss zones and make sure alternative means of communication are available - Increased transmission power of radio (requires listened frequencies) - Use of radio repeater Specific communication approach required - Communication should be clear, structured and succinct. It must be obvious who you are and who you are trying to contact. For example: “Person A: This is Person A calling Person B, come in Person B, over ….” “Person B: This is Person B receiving over … ..” - Teaching on use of walkie talkie communication and etiquette as part of departmental staff induction - Simulation training to incorporate walkie talkies Adherence to correct IPC guidance is crucially important during the current pandemic, in addition to effective communication. Walkie talkies are a potential method of enabling timely, coordinated and safe care for patients, while also protecting patients and staff.

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          Barriers and facilitators to healthcare workers’ adherence with infection prevention and control (IPC) guidelines for respiratory infectious diseases: a rapid qualitative evidence synthesis

          This review is one of a series of rapid reviews that Cochrane contributors have prepared to inform the 2020 COVID-19 pandemic. When new respiratory infectious diseases become widespread, such as during the COVID-19 pandemic, healthcare workers' adherence to infection prevention and control (IPC) guidelines becomes even more important. Strategies in these guidelines include the use of personal protective equipment (PPE) such as masks, face shields, gloves and gowns; the separation of patients with respiratory infections from others; and stricter cleaning routines. These strategies can be difficult and time-consuming to adhere to in practice. Authorities and healthcare facilities therefore need to consider how best to support healthcare workers to implement them.
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            Preparing for COVID-19: early experience from an intensive care unit in Singapore

            Dear Editor, About a third of patients infected with severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) become critically ill and require intensive care unit (ICU) admission [1]. As the COVID-19 (coronavirus disease-19) outbreak spreads [2], ICUs outside of China need to prepare for a potential surge of critically ill patients and counter the high transmissibility of SARS-CoV-2 [3]. Liu et al. have described their important preparations [4], and we would like to expand on their good advice by sharing lessons learnt from our early experience. By 17 February 2020, Singapore recorded the highest number of confirmed cases outside of mainland China with several clusters of local transmission. All healthcare institutions adopted a common strategy of containment, with isolation of all suspected or confirmed cases of COVID-19 in negative-pressure rooms. We were fortunate that most ICU beds were single rooms—this infrastructure was put in place following the outbreak of SARS in 2003. We realized preparing ICUs for patients with COVID-19 had numerous other requirements. First, infection control not only involved strict adherence to personal protective equipment for the individual, but also involved changes in group dynamics. We organized our ICU to mitigate the effects of any infected staff by avoiding potential spread between teams (see Table 1). Related to infection control, the medical ICU was given the task to cohort suspect or confirmed cases, including with peri- and post-partum care of pregnant women. Second, evolving information necessitated rapid and regular communications with large, disparate groups of clinicians. Table 1 Critical care issues and solutions for COVID-19 Issues Principles Solutions Infection control 1. Avoidance of cross-contamination among HCW 2. Education and re-education on personal protective equipment and use of powered air-purifying respirators 3. Provision for workflows to cater to special groups, such as pregnant women with acute respiratory illness who are in labour 4. Enhanced surveillance for infection in HCW 5. Strong emphasis on good hand hygiene for all 6. Robust visitor screening and management • A dedicated roster to segregate “clean” and isolation teams, and to provide for stand-bys • Provision of clean scrubs for HCW to change into before duty; showering facilities at the end of shift • Education and re-education on personal protective equipment and use of powered air-purifying respirators, especially for isolation teams • Allow isolation teams to have a 2-week off-duty observation period (“wash-out” period), after every period of ward cover if manpower allows • Mandatory reporting of twice daily temperature monitoring by all HCW • Advance declaration of leave and overseas trips by HCW • Screening questions are regularly updated as case definitions evolve over time, especially for known clusters of infection in the community • Provision of thermal scanners at the doorstep to screen for fever • Maintaining a hospital visitor log to allow for contact tracing and activity mapping of confirmed cases Dissemination of information to HCW 1. Robust system of dissemination of information (changing policies, workflows, etc.) 2. Email and meetings alone are insufficient to operationalize urgent changes on the ground 3. Clinical discussions of confirmed cases within the ICU community • Utilization of secure and approved platforms such as institutional email and messaging applications to inform various job groups and teams of rapidly evolving workflows and policies • Utilization of secure videoconferencing applications to hold inter-institution and inter-department meetings and educational sessions • Utilization of secure and approved applications such as messaging and videoconferencing applications to conduct clinical discussions of cases and the sharing of experience Resuscitation and code blue response 1. Provide clear guidelines on personal protective equipment and use of powered air-purifying respirators in ISO wards and normal wards during resuscitation 2. Provide inter-professional simulation of resuscitation scenarios for suspected or confirmed cases • Simulation practice with personal protective equipment and use of powered air-purifying respirators will help identify gaps in the wards and prepare ISO teams for such scenarios • Simulation with limited team members per scenario, for example, 4 members per team, to allow acclimatization of HCW to perform resuscitation in smaller teams • Checklists for preparation of drugs and pre-prepared trolleys for equipment, for intubation, line setting and other procedures, to minimize staff movement and enhance efficiency • Creative ways to improve communications during resuscitation, such as utilization of a printed “Call Airway Team” card for difficult intubations, using a communication whiteboard in the patient room and using walkie-talkies to relay messages to staff outside the room for equipment and help Advanced ICU services 1. To provide clear thresholds for transfers of deteriorating cases for ECMO 2. To provide efficient and safe delivery of ICU bronchoscopy • Early transfer of deteriorating cases is recommended. Provision of thresholds for transfer and workflows for non-ECMO centres • Use of disposable bronchoscopes for bronchoscopy and percutaneous tracheostomy Psychological stress and burnout of HCW 1. To provide emotional support, encouragement and appreciation to HCW 2. Reduce stigmatization of HCW by ill-informed members of the public • Special provision of meals and drinks to boost morale; laundry service for used scrubs • Provision of regular updates of the local situation and status by the government and institution leadership • Frequent encouragement of HCW by divisional heads and senior leaders via emails, messaging apps and social media platforms, allowing staff to remain engaged • Timely articles and courageous stories of frontline staff • Appropriate media coverage of HCW at the frontline to increase empathy and reduce stigmatization ECMO extracorporeal membrane oxygenation, HCW healthcare workers, ICU intensive care unit Third, we had to train non-ICU acute medical staff dealing with critically ill patients prior to ICU admission, especially for resuscitation. Fourth, we had to re-examine specific ICU services. Given that extracorporeal membrane oxygenation (ECMO) for severe viral pneumonia is well-established [5], we prepared to cohort all COVID-19 patients in the medical ICU and have a satellite team from the cardiothoracic ICU manage the ECMO circuit. Lastly, we realized staff morale took an early hit due to multiple factors, including increased workload due to implementation of strict infection control measures, uncertainty over the effectiveness of personal protective equipment, anxiety over the lethality of any infection, concern for the well-being of their family members and stigmatization by members of the public. To address the various issues of infection control, information flow, resuscitation training, advanced ICU services and psychological well-being of staff, we formulated several principles and solutions, which we hope can help other ICUs prepare for COVID-19 (see Table 1).
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              Failure modes and effect analysis to develop transfer protocols in the management of COVID-19 patients [published online ahead of print, 2020 Apr 27]

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                Author and article information

                Contributors
                dominicfenn@gmail.com
                Journal
                Crit Care
                Critical Care
                BioMed Central (London )
                1364-8535
                1466-609X
                13 July 2020
                13 July 2020
                2020
                : 24
                : 424
                Affiliations
                [1 ]Asthma Innovation Research, London, UK
                [2 ]Department of Respiratory Medicine, Amsterdam UMC, Amsterdam, The Netherlands
                [3 ]GRID grid.426108.9, ISNI 0000 0004 0417 012X, Department of Intensive Care, , Royal Free Hospital, ; Barnet site, London, UK
                [4 ]GRID grid.46699.34, ISNI 0000 0004 0391 9020, Department of Medicine, , Kings College Hospital, ; London, UK
                [5 ]GRID grid.416201.0, ISNI 0000 0004 0417 1173, Department of Obstetrics and Gynecology, , Southmead Hospital, ; Bristol, UK
                [6 ]Department of Radiology, John Radcliff Hospital, Oxford, UK
                [7 ]GRID grid.426108.9, ISNI 0000 0004 0417 012X, Department of Paediatrics, , Royal Free Hospital, ; London, UK
                Author information
                http://orcid.org/0000-0001-7904-8135
                Article
                3150
                10.1186/s13054-020-03150-8
                7356127
                32660612
                cd6854dc-222b-4de1-8376-e5723f86c1b7
                © The Author(s) 2020

                Open AccessThis article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/. The Creative Commons Public Domain Dedication waiver ( http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated in a credit line to the data.

                History
                : 10 June 2020
                : 3 July 2020
                Categories
                Letter
                Custom metadata
                © The Author(s) 2020

                Emergency medicine & Trauma
                Emergency medicine & Trauma

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