COVID-19, unlike previous epidemics, has managed to overwhelm the global healthcare infrastructure in a matter of months. In the U.S, the velocity of transmission, uneven distribution of outbreaks, and varied clinical presentations have brought essential parts of the most advanced health system in the world to its knees.
This has overwhelmed intensive care units and emergency departments and forced many hospitals to activate surge capacity protocols to leverage non-acute care areas, field hospitals, and even convention centers to serve as overflow care areas.
Grappling with the immediate post-COVID-19 world will be as varied among healthcare systems as the distribution of the virus.
That said, there are several challenges and opportunities that are shared across hospitals, health systems, and the health sector broadly:
• Potential for resurgence of cases. When social distancing measures are relaxed or eliminated, broadly applied contact tracing with self-quarantining of those exposed may be a logical next step. The resources required to implement such an initiative, including labor needs, diagnostic testing capacity, and state and federal policy alignment, will be like the “buildout” of the TSA post-9/11. Short of a vaccine, this may be the best immediate response.
• Meeting essential care delivery objectives. Rapidly closing gaps in resource requirements (e.g., staffing, testing and PPE) will be imperative.
• The extraordinary nature of many clinical scenarios that caregivers are dealing with has led to numerous innovative workarounds. Recognizing, incorporating, and sharing these efforts and ideas is paramount.
• The fiscal impact associated with the cancellation and postponing of elective surgeries—and the subsequent furloughing of staff experienced by many healthcare systems—will make returning to the previous operating state challenging. Addressing the return to operations by retooling workflows and quickly performing postponed but urgent surgeries is essential.
• Data suggests that with respect to access to care and testing, communities of color are disproportionately impacted, further evidence of the urgent need to address longstanding inequities in the healthcare system. The time to reduce these inequities is now—and data collected during the pandemic should serve as a wake-up call.
• Accelerated disruption: Telehealth in general has taken a quantum leap.
As Chief Healthcare Administrative Officer at Masimo Corp., I have seen firsthand how pivoting our advanced clinical solutions from the most complex care environments—surgery and critical care—to the home has not only allowed health systems to meet surge capacity needs, but also demonstrated how remote patient monitoring across the care continuum can clinically and economically translate into better experiences for both patients and caregivers.
The (albeit only temporary) expansion of limited, overregulated, and underfunded reimbursement mechanisms is helping to drive the growth of telehealth.
• Expanded public-private partnerships. Health systems and private sector healthcare companies should be encouraged and enabled by a supportive regulatory environment to work together, collectively focused on solutions to mitigate the impact of the virus.
• Healthcare coverage. The pandemic creates an opportunity to address gaps associated with healthcare coverage. Issues related to access, disparity, a single-payer system, and early options for Medicare “buy in” will surely be top of mind for many voters during the upcoming election.
• What will not change after COVID-19. The gift of wellness and good health is fragile—and the challenge of eliminating disease and suffering remains.
We have been reminded of and are eternally grateful for the relentless dedication of the healthcare providers, scientists, technicians, and support staff who tirelessly gave so much of themselves in this fight.
Editor’s Note: Rick Gannotta is chief healthcare administrative officer at Irvine-based Masimo Corp. (Nasdaq: MASI), a manufacturer of noninvasive health monitors with an $11.7 billion market cap (see story, page 3). Gannotta, who previously was CEO at the UC Irvine Health System, is also a senior lecturer in health administration at New York University.
