• Considering integrating clinical care with social services, housing,

and other nonclinical services—addressing so-called social

determinants of health—

• Consider some hospitals as possible hubs for a wider range of

services related to wellness, rather than providing only clinical
services.

• The response to the COVID-19 pandemic seems likely to trigger a

sustained demand for telehealth.

• The urgent steps that have been taken to make the health care
system more flexible and innovative during the COVID-19
pandemic should not be forgotten once the crisis is over.
• Hospital designers and architects are discussing the
need for touch-free control for lighting, temperature,
and other building functions, to help avoid spreading
diseases on these highly used surfaces.

• Building with materials that are less hospitable to

microbes, such as copper, may also reduce the risk of
surface transmission.

• Some hospitals have already eliminated window

curtains, which can become easily contaminated
• New hospital designs could also help patients stay connected
to friends and family by incorporating widely available
technologies such as video chat and virtual reality headsets

• Hospital design can also do more for health care workers.

The current pandemic has shown the need for giving health
care workers a place to rest in between grueling shifts,
especially given reports of nurses and physicians sleeping in
camper vehicles and avoiding their homes to protect their
families from possible infection.
Several factors might foster resilience at the hospital level
• Well-developed, scalable clinical protocols, such as those that guide the
management of patients who require mechanical ventilation, could enable
evidence-based care under different staffing models or in unfamiliar care
locations.

• Flexible electronic health records could allow hospitals to quickly implement

and iterate on new care pathways in the face of novel diseases with evolving
best practices.

• A supportive, interdisciplinary working environment in which all team

members feel safe to raise concerns and share new ideas (a concept known as
psychological safety) could have several benefits.
• An overarching theme is that effective and transparent leaders at
multiple levels are essential to promote organizational alignment
during a rapidly changing clinical and administrative landscape.

• Resilience might also be fostered in the interactions among

hospitals, including an option for bedside physicians to obtain
specialty telemedicine consultation

• Resilient hospitals would do all of this while also protecting the

well-being of frontline staff, not just by ensuring adequate personal
protective equipment but also through clear communication from
leaders that make staff feel valued and connected to the
organizational mission.
• COVID-19 will not be the last large-scale public health threat of the
21st century. Hospitals can never be truly prepared for these events.
But if hospitals understand and build sustainable resilience, they will
be ready.

• Preparation include be more robust supply chains, cultures of

excellence and collaboration, and systems for coordinating operations
within and across hospitals.

• At the same time, the health services research enterprise should

conduct rigorous studies investigating which organizational elements
are most important for fostering hospital resilience.
• #1 Faster transition to remote medicine

• #2 Embracing big data analytics

• #3 Overcoming patient safety concerns

• #4 Improving health equity

• #5 Optimizing payment processing

https://blog.thedoctorsanswer.com/5-challenges-facing-doctors-and-hospitals-in-2021-besides-coronavirus
1.New paradigms for infrastructure,
geographic distribution of providers, and
care settings

2.Operational excellence, which will be

critical in the next normal

3.Emergence of new growth opportunities

and diversification
• 1.1. Flexible design and construction of greenfield facilities
designed to enable faster re-purposing of beds

• 1.2. Delivery of elective care in dedicated facilities

• 1.3. Acceleration of the online-offline integration

• 1.4. Separation of ancillary functions, such as imaging and lab

tests, from core hospital operations

• 1.5. Accelerated transition to ambulatory care and day surgery

•2.1. Prolonged revenue growth challenges
•2.2. A new set of costs will challenge
margins

•3.1. New growth opportunities

•3.2. Innovative arrangements between the
private and the public sectors
•3.3. Consolidation of smaller providers
• Technological advancements, which would include cloud-based
storage of medical records, and integration of information across the
care continuum in and outside the hospitals.
• Digital tools to facilitate remote communication between providers
and patients
• Real-time data can create effective use of supplies and allow staff to
work efficiently.
• Greater flexibility in reimbursement models from payers, and, in
particular, for telehealth and home healthcare services.
• Consumer adoption, which will be driven by more informed
consumers demanding a seamless technology experience
irrespective of the care setting. Consumers may want the ability to
have end-to-end delivery of care, including home/office delivery of
medications.
• The COVID-19 pandemic has forced countries to make difficult
choices about suspending some health services. Ensuring
coordination and development of new ways to deliver care while
limiting visits to health facilities is key to keeping people safe and
ensuring health systems are not overburdened.

• It’s vital that countries find innovative ways to ensure that essential
services continue, even as they fight COVID-19.

• No one is safe, until everyone is safe. Now more than ever, we need
national unity and global solidarity in ensuring that no one is left
behind.
https://cantoncompany.com/2021/06/17/3-essentials-for-healthcares-post-pandemic-future/
TERIMAKASIH