Addressing the Challenge of COVID-19: One Health Care Site's Leadership Response to the Pandemic

Abstract

The coronavirus disease 2019 (COVID-19) pandemic created an extremely disruptive challenge for health care leaders that required a rapid, dynamic, and innovative response. The purpose of this manuscript is to share the leadership actions and decisions at Mayo Clinic in Florida during the first 6 months of the pandemic (February to July 2020). We note 4 strategies that contributed to an effective response: (1) leverage experience with disaster preparedness and mobilize regional and national networks; (2) use surge models to anticipate and to address supply chain issues as well as practical and financial effects of the pandemic; (3) adapt creatively to establish new safety and procedural protocols in various areas for various populations; and (4) communicate timely information effectively and be the common source of truth. Mayo Clinic in Florida was able to address the surges of patients with COVID-19, to provide ongoing tertiary care, and to restore function within the first 6 months with new, strengthened practices and protocols.

Keywords: COVID-19, coronavirus disease 2019; HICS, Health Care Incident Command System; ICU, intensive care unit; IPAC, Infection Prevention and Control; MCF, Mayo Clinic in Florida; OR, operating room; PCR, polymerase chain reaction; PPE, personal protective equipment; SARS-CoV-2, severe acute respiratory syndrome coronavirus 2.

Figure 1

Health Care Incident Command System (HICS). IPAC, Infection Prevention and Control; Mgmt, management.

Figure 2

Specialty teams that played a role in the implementation of high-volume testing. PPE, personal protective equipment.

Figure 3

Daily testing volume by polymerase chain reaction for coronavirus disease 2019, March-August 2020.

Figure 4

Virtual outpatient visits.

Figure 5

Reduction in staff exposure to coronavirus disease 2019 with the introduction of mandatory universal mask use.