T
o say the pandemic has
been a struggle for outpa-
tient surgery professionals
is a massive understate-
ment. Now that facilities
are back up to speed after last year's
elective surgery shutdown, I asked col-
leagues about what they've learned
while working during the pandemic.
Here's what they told me.
1. Update your risk assessment
Trying to figure out how to perform sur-
gery during the coronavirus's first wave
was new to all of us. We needed a pan-
demic policy, but didn't know where to
start. Now we know to begin with a risk
assessment — a common process the
Infection Preventionist uses to identify and review
potential risk factors of treatments and services
provided, and the environment of care. The risks of
greatest importance and urgency are identified and
prioritized. Consider using your infection preven-
tion department's risk assessment template, adding
"pandemic" as one of the risks. Then convene your
clinical leaders and governing body to develop a
documented action plan. Next, create an action
plan based on the regulations you're following.
From there, create your own pandemic policy.
2. Write screening policies
One of my responsibilities is to keep my leadership
team up to date on what's going on with COVID-19
screenings. It's a lot. The best thing you can do is
assign a small team of clinical staff and supervisors
to coordinate screening processes, write COVID-19
pandemic policies and communicate with the rest
of the team. For staff screenings, conduct tempera-
ture checks according to your policy and document
that they've been done. Staff must constantly moni-
tor changes in regulations and revise the policies.
Remember, COVID-19 screening and testing policies
are based on your state's regulations. Speaking of
compliance, outpatient facilities must follow regula-
tions and guidelines from CMS, CDC, NIH, WHO,
APIC, AORN, medical professional organizations —
the list goes on and on. The information from all
these sources is often contradictory. My advice:
Initially, rely on a primary source, such as the CDC
or CMS, as opposed to trying to incorporate informa-
tion from multiple sources.
3. Take care of your people
Listen to your staff and their opinions and sugges-
tions — and stay positive. If you act like Debbie
Downer because you're stressed, what do you think
happens to your staff? They'll copy your behavior.
As a leader, you set the tone. In fact, a positive cul-
ture may lessen the stress of the pandemic. If you're
positive and go with the flow, staff won't be as resist-
ant to the changes COVID-19 has brought.
4. Overcommunicate
During a crisis, you must keep staff in the loop.
J A N U A R Y 2 0 2 1 • O U T P A T I E N T S U R
G E R Y . N E T • 5
Ann Geier, MS, RN, CNOR(E), CASC | Alpharetta, Ga.
Lessons Learned From COVID-19
The pandemic has taught us plenty
about running a facility during incredible circumstances.
SAME PAGE During a crisis, facility leaders must keep staff in the loop, offer focused communications and
share why changes are made.
