Perceptions of postoutbreak management by management and healthcare workers of a Middle East respiratory syndrome outbreak in a tertiary care hospital: a qualitative study

Al Knawy, Bandar Abdulmohsen; Al-Kadri, Hanan M F; Elbarbary, Mahmoud; Arabi, Yaseen; Balkhy, Hanan H; Clark, Alex

Established in response to almost complete closure of the institution, this center has served to respond to calls from patients and their families, reschedule/direct patients' appointments at the ACC, reschedule/direct surgeries and admissions in all clinical departments. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 o n l y 23 "When we start to see the CEO doing round in the ED, almost every day….and so we can contact him. So you can talk with him. So you can address the problem directly. So he is doing his rounds almost on a daily basis…And he meets with us or the heads of the units and ask, "so, how can I help you in this unit?" "There was leadership…the commitment came out. That is the first time that we saw each other twice daily. We were spending time together more than we spend with our families. So every day, I will see Doctor ___ [Leader] , every day I will see Doctor ____ [Leader] . So we were always there….. So there was -there was a lot of collegiality that -that was really built. Ah, storming led to performing. Meaning that: okay, yes, we had differences of opinions, but at the end of the day, we had to come up with decisions .….. " "There was flatness (to) the decision tree -it did not really need a committee to approve it. It used to be one meeting, to two meetings -we agree on something and it goes. Or we disagree and somebody makes the call. And so, so the decision-making process was -was quick." Inadequate facility readiness to implement IPC guidelines, and poor IC practices may lead to an outbreak situation. Strict implementation and monitoring are mandatory regardless of the volume of work.