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      Global guidance for surgical care during the COVID‐19 pandemic

      review-article
      COVIDSurg Collaborative
      The British Journal of Surgery
      John Wiley & Sons, Ltd.

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          Abstract

          Background

          Surgeons urgently need guidance on how to deliver surgical services safely and effectively during the COVID‐19 pandemic. The aim was to identify the key domains that should be considered when developing pandemic preparedness plans for surgical services.

          Methods

          A scoping search was conducted to identify published articles relating to management of surgical patients during pandemics. Key informant interviews were conducted with surgeons and anaesthetists with direct experience of working during infectious disease outbreaks, in order to identify key challenges and solutions to delivering effective surgical services during the COVID‐19 pandemic.

          Results

          Thirteen articles were identified from the scoping search, and surgeons and anaesthetists representing 11 territories were interviewed. To mount an effective response to COVID‐19, a pandemic response plan for surgical services should be developed in advance. Key domains that should be included are: provision of staff training (such as patient transfers, donning and doffing personal protection equipment, recognizing and managing COVID‐19 infection); support for the overall hospital response to COVID‐19 (reduction in non‐urgent activities such as clinics, endoscopy, non‐urgent elective surgery); establishment of a team‐based approach for running emergency services; and recognition and management of COVID‐19 infection in patients treated as an emergency and those who have had surgery. A backlog of procedures after the end of the COVID‐19 pandemic is inevitable, and hospitals should plan how to address this effectively to ensure that patients having elective treatment have the best possible outcomes.

          Conclusion

          Hospitals should prepare detailed context‐specific pandemic preparedness plans addressing the identified domains. Specific guidance should be updated continuously to reflect emerging evidence during the COVID‐19 pandemic.

          Abstract

          During pandemics, surgical services need to balance supporting the whole hospital response and minimizing the risk of nosocomial spread of COVID‐19 against continuing care for acute surgical conditions and managing urgent elective surgery. This article identifies the key considerations that should be included in pandemic plans for surgical services.

          Best available advice

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          Most cited references30

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          COVID ‐19 pandemic: perspectives on an unfolding crisis

          A time of crisis
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            What we do when a COVID-19 patient needs an operation: operating room preparation and guidance

            To the Editor, We read with interest the recent review in the Journal by Wax and Christian1 on coronavirus disease 2019 (COVID-19). The first case of COVID-19 in Singapore was confirmed on 23 January 2020.2 In the week of February 13–19, the World Health Organization reported that Singapore had more cases of COVID-19 than any other country outside of mainland China.3 We wish to share the protocol that we use in our hospital in preparing an operating room (OR) for confirmed or suspected COVID-19 patients coming for surgery. An OR with a negative pressure environment located at a corner of the operating complex, and with a separate access, is designated for all confirmed (or suspected) COVID-19 cases. The OR actually consists of five interconnected rooms, of which only the ante room and anesthesia induction rooms have negative atmospheric pressures. The OR proper, preparation, and scrub rooms all have positive pressures (eFig. 1 in the Electronic Supplementary Material [ESM]). Understanding the airflow within the OR is crucial to minimizing the risk of infection. The same OR and the same anesthesia machine will only be used for COVID-19 cases for the duration of the epidemic. An additional heat and moisture exchanger (HME) filter is placed on the expiratory limb of the circuit. Both HME filters and the soda lime are changed after each case. The anesthetic drug trolley is kept in the induction room. Before the start of each operation, the anesthesiologist puts all the drugs and equipment required for the procedure onto a tray to avoid handling of the drug trolley during the case. Nevertheless, if there is a need for additional drugs, hand hygiene and glove changing are performed before entering the induction room and handling the drug trolley. A fully stocked airway trolley is also placed in the induction room. As far as possible, disposable airway equipment is used. The airway should be secured using the method with the highest chance of first-time success to avoid repeated instrumentation of the airway, including using a video-laryngoscope.4 Equipment in limited supply, such as bispectral index monitors or infusion pumps, may be requested but need to be thoroughly wiped down after use. The Figure  details the roles and responsibilities of each OR team member. Hospital security is responsible for clearing the route from the ward or intensive care unit (ICU) to the OR, including the elevators. The transfer from the ward to the OR will be done by the ward nurses in full personal protective equipment (PPE) including a well-fitting N95 mask, goggles or face shield, splash-resistant gown, and boot covers. For patients coming from the ICU, a dedicated transport ventilator is used. To avoid aerosolization, the gas flow is turned off and the endotracheal tube clamped with forceps during switching of ventilators. The ICU personnel wear full PPE with a powered air-purifying respirator (PAPR) for the transfer. Figure Complete operating room workflow for a coronavirus disease 2019 (COVID-19) case. CD = controlled drugs; ICU = intensive care unit; NM = nurse manager; OR = operating room; PAPR = powered air-purifying respirator; PC = personal computer; PPE = personal protection equipment; pre-op = preoperative In the induction room, a PAPR is worn during induction and reversal of anesthesia for all personnel within 2 m of the patient. For operative airway procedures such as tracheostomy, all staff keep their PAPR on throughout the procedure. For other procedures, regional anesthesia is preferable, but if general anesthesia is required, the principles of management are similar to those previously published.1,4 During the procedure, a runner is stationed outside the OR if additional drugs or equipment are needed. These are placed onto a trolley that will be left in the ante room for the OR team to retrieve. This same process in reverse is used to send out specimens such as arterial blood gas samples and frozen section specimens. The runner wears PPE when entering the ante room. Personnel exiting the OR discard their used gowns and gloves in the ante room and perform hand hygiene before leaving the ante room (ESM, eFig. 2). Any PAPR will be removed outside the ante room. Patients who do not require ICU care postoperatively are fully recovered in the OR itself. When the patient is ready for discharge, the route to the isolation ward or ICU is again cleared by security. A minimum of one hour is planned between cases to allow OR staff to send the patient back to the ward, conduct through decontamination of all surfaces, screens, keyboard, cables, monitors, and anesthesia machine. All unused items on the drug tray and airway trolley should be assumed to be contaminated and discarded. All staff have to shower before resuming their regular duties. As an added precaution, after confirmed COVID-19 cases, a hydrogen peroxide vaporizer will be used to decontaminate the OR. In summary, as healthcare workers are at increased risk of coronavirus infection, a comprehensive and robust infection control workflow has been put into place.5 Electronic supplementary material Below is the link to the electronic supplementary material. Supplementary material 1 (PDF 604 kb)
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              Managing COVID-19 in Surgical Systems

              As COVID-19 spreads quickly from Europe and Asia to the rest of the world, hospitals are rapidly becoming hot zones for treatment and transmission of this disease in settings with rising community transmission. Health care workers are increasingly contracting this illness, decreasing the human resources available to care for a population in crisis. Surgical care is a foundation of any health system with both elective and emergency procedures contributing to the health of our populations. However, operating theaters are high-risk areas for transmission of respiratory infections given the urgency in management, the involvement of multiple staff, and the need for high transmission-risk activities such as airway management. Our systems are generally well designed to deal with the occasional high-risk cases. The additional strain presented by a high prevalence of disease, limited resources, and staff under pressure, greatly increases the risks of transmission and the burden on our systems of care during this pandemic. It is necessary for us to act immediately so our systems can support essential surgical care while protecting patients and staff and conserving valuable resources. We can benefit from some of the lessons provided from our colleagues around the world to help us stay on top of these issues as we plan our approach to surgery during the pandemic. 1. Prepare for a rapidly evolving situation. Any pathways and plans need to be developed with a recognition that the severity of the situation and the availability of resources may change on a daily basis. 2. Postpone elective operations immediately. Elective surgeries should ideally be postponed before it seems necessary. Postponing surgeries will reduce unnecessary patient traffic in the hospital and decrease the introduction and spread of disease between symptomatic and asymptomatic patients and health care staff. In addition, reducing surgeries saves resources including hospital beds, personal protective equipment, as well as preserving the health of surgical staff. 3. Develop a clear plan for providing essential operations during the pandemic. This should include a plan to facilitate emergent life and limb saving surgeries as well as urgent surgeries such as cancer surgeries where long-term outcomes are dependent on timely interventions. The process should allow for the application of reasonable clinical judgement. For example, the biopsy of a suspicious breast lump is elective but cannot be postponed. 4. Educate all surgical staff on personal protective equipment and COVID-19 management. The appropriate use of personal protective equipment protects patients and staff from COVID-19 transmission, and yet these items are often not used appropriately. N95 masks that have been clearly shown to reduce transmission in a laboratory setting rarely work as well in practice. This is in large part because of a lack of awareness of appropriate donning and doffing procedures. All the members of the surgical team should be trained in appropriate use of personal protective equipment. The risk of transmission and resource consumption in educational simulation sessions means that other forms of education must be undertaken. Our current situation should serve as a reminder of the importance of training for disasters and pandemics before the need arises. 5. Decrease exposure of health care staff. For confirmed COVID-19 cases or cases where there is an active influenza-like illness, limiting operating theater staff to the essential members is key. Trainees, in particular, should not be involved with cases unnecessarily. As COVID-19 becomes further established in our communities, asymptomatic patients who are carriers will increasingly enter the health care system for unrelated ailments and pose a risk for transmission. For this reason, reasonable measures should be taken even in asymptomatic patients such as strict adherence to universal precautions, frequent handwashing, and elimination of unnecessary staff. Keeping surgical staff out of hospital and self-isolating at home when they are not needed is a key measure to preserving our human resources. 6. Develop a dedicated COVID-19 operating space. The development of a dedicated COVID-19 operating theater may help to contain the spread of disease. The experience from centers such as Singapore as well as centers that have seen high volumes of cases in other parts of the world including within the United States and Canada provide some guidance on how these systems can be optimally designed. These include a number of key points: 1. Designate a specific operating theater for all COVID-19 cases. This room should be out of high-traffic areas and be completely emptied of all nonessential materials. When an anteroom is available, this should be used as an area for donning and doffing of personal protective equipment and exchange of equipment, medications, and materials for the case. Instructional posters on appropriate procedures should be prominently displayed. If an anteroom is not available, a taped off area should be clearly marked for these activities just outside of the OR door. 2. No unnecessary items should be brought into the operating theater, this includes personal items such as pagers or cell phones and pens. Disposable caps and shoe covers should be worn and discarded after each case. Disposable pens should be provided in the room. Only the materials necessary for the case should be within the room and all disposables should be discarded at the end of the case. 3. All traffic in and out of the operating theater should be minimized. A runner or support staff should be dedicated to the Operating theater to provide all materials needed throughout the case with exchanges performed using a material exchange cart placed immediately outside of the room or in the anteroom. 4. When possible, the patient should be recovered in the operating theater with dedicated staff until they can be transferred to an isolation room on the ward or in the intensive care unit. 5. The path of the patient to and from the operating theater should be kept clear. This can be done using either security or a surgical team member traveling in advance of the patient to clear the way. 6. Consideration should be given to surgical approaches that could decrease operating staff exposure and shorten case duration. 7. Care pathways and protocols for COVID-19 cases should be very clearly developed and be specific to the needs of each site. This should include the identification of dedicated team members to manage COVID-19 cases each day. 7. The changing landscape of the pandemic may require patient transfers and repurposing operating theaters to support critical care patients. The intensive care needs of the COVID-19 patient population will be substantial, and may quickly overwhelm the systems that provide critical care. Operating theaters are optimally designed to provide support for ventilated patients and may become precious resources for the ongoing care of patients typically managed in the intensive care unit. This need may further strain the surgical capacity of health systems. Hospitals need to be prepared to transfer patients between centers and share resources to optimize the care of regional populations. The provision of surgery will continue to be an essential aspect of our healthcare system throughout the pandemic. All surgical systems will need to adapt to a rapidly changing environment. Having a clear surgical strategy during the COVID-19 pandemic will keep our systems resilient and effective and allow us to provide the very best care to the populations we serve. Forums for communication such as that established by the American College of Surgeons (https://acscommunities.facs.org) can be used to share recommendations and best practices.
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                Author and article information

                Journal
                Br J Surg
                Br J Surg
                10.1002/(ISSN)1365-2168
                BJS
                The British Journal of Surgery
                John Wiley & Sons, Ltd. (Chichester, UK )
                0007-1323
                1365-2168
                15 April 2020
                : 10.1002/bjs.11646
                Author notes
                [*] Correspondence to: Dr D. Nepogodiev, National Institute for Health Research Global Health Research Unit on Global Surgery, Heritage Building, University of Birmingham, Mindelsohn Way, Birmingham B15 2TH, UK (e‐mail: dnepogodiev@ 123456doctors.org.uk )
                [†]

                Members of the COVIDSurg Collaborative are co‐authors of this article and are listed in Appendix S1 (supporting information)

                Article
                BJS11646
                10.1002/bjs.11646
                7262310
                32293715
                33a0d0ea-b6a3-4a7b-822a-6022886966e5
                © 2020 BJS Society Ltd Published by John Wiley & Sons Ltd

                This article is being made freely available through PubMed Central as part of the COVID-19 public health emergency response. It can be used for unrestricted research re-use and analysis in any form or by any means with acknowledgement of the original source, for the duration of the public health emergency.

                History
                : 27 March 2020
                : 30 March 2020
                Page count
                Figures: 1, Tables: 5, Pages: 7, Words: 3721
                Categories
                Upper GI
                Lower GI
                General
                Review
                Reviews
                Custom metadata
                2.0
                corrected-proof
                Converter:WILEY_ML3GV2_TO_JATSPMC version:5.8.3 mode:remove_FC converted:01.06.2020

                Surgery
                Surgery

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