what we’ve learned from the global response to covid-19

Presented by

Oct 28 2020

What wersquove learned from the global response to Covid-19

Advisory Board

This webinar is sponsored by Medtronic for educational purposes only The content views and opinions contained

within the webinar are copyrighted by Advisory Board and all rights are reserved Advisory Board experts wrote the

content conducting the underlying research independently and objectively Advisory Board does not endorse any

company organization product or brand mentioned herein

copy 2020 Advisory Board bull All rights reserved bull advisorycom

Todayrsquos Research Experts

Christopher Kerns

Vice President

Executive Insights

KernsCadvisorycom

CD_Kerns

Vidal Seegobin

Practice Manager

International Research

Seegobivadvisorycom

seegobiv


3

1 Current as of 10272020

Most apt to compare US and EU covid performance

1

10

100

EU

Number of days since 5 daily deaths first recorded

Sweden

Italy

US

UK France

Germany

200

Source Roser M et al ldquoCoronavirus Disease (COVID-

19) ndash Statistics and Researchrdquo Our World in Data 2020

Advisory Board interviews and analysis

Daily coronavirus deaths (rolling 7-day average) per ten million people by number of days since 5 daily

deaths first recorded1

CountryTotal deaths

per million

Total cases

per million

US 682 26298

EU 371 11789

UK 663 13180

France 537 17853

Germany 121 5363

Sweden 588 10951

Italy 620 8978


4

1 Death count starts after the first 50 COVID-19 deaths in each jurisdiction and is current as of October 20 2020

Excess deaths is the difference between total deaths and expected deaths as compared to a five-year average J Wu et al ldquoTracking the True Toll of the Coronavirus Outbreakrdquo New York Times May 19 2020

Excess mortality paints more accurate picture than direct Covid-19 deaths

Excess deaths still the standard for comparing countries


Excess deaths and COVID deaths per jurisdiction1

All values in thousands

63

54

28

44

9 91

6 5

58

32 3135

610 9

6 5

Excess Deaths COVID Deaths

In Sweden all excess

deaths attributed to

Covid including those

in nursing homes

In the UK 91 of

excess deaths

attributed to Covid

Explanations for data discrepancies

emphasize need for caution

No universal death count methodology

Covid-19 often under- or misdiagnosed

Demographics can skew death count

bull Lack of pathologists in the US means not all

deaths at home have been tested for Covid-19

bull Doctors who make final decision may have

different thresholds for what is a Covid-19 death

bull Raw Covid-19 death count often doesnrsquot take

into account deaths caused by delayed care

bull While Belgium always counted Covid deaths in

nursing homes the UK and US didnrsquot until April

bull Singaporersquos low Covid-19 death rate is partly

due to its relatively young migrant population


5

1 Red represents complete closure yellow represents some closures green represents no mandated closures

2 Projections of 2020 GDP growth made by the International Monetary Fund

3 As of 27 October 2020

Source Rolander N ldquoSweden Says Controversial Virus Strategy Proving Effectiverdquo Bloomberg 19 April 2020 Reynolds E ldquoSweden says its coronavirus

approach has worked The numbers suggest a different storyrdquo CNN 28 April 2020 Levitz E ldquoEnding Lockdowns Wonrsquot Revive the Economyrdquo New York

Magazine 30 April 2020 ldquoIMF Country Informationrdquo IMF 2020 Roser M et al ldquoCoronavirus Disease (COVID-19) ndash Statistics and Researchrdquo Our World in

Data 2020

A number of factors mean Sweden is not an ideal comparator for most countries

In case you were wondering about Swedenhellip


Denmark

Schools

Finland Norway Sweden

Restaurants

and bars

Hair salons

Large

gatherings

2020 econ

outlook2

Total cases3

Deaths per

10000003

(-45) (-40) (-28) (-47)

Factors unique to Sweden

41412 14970 17908 110594

12223 6389 5146 58747

bull High willingness to self-isolate and follow governmentrsquos

recommendations without needing a clear mandate

bull Over half of households are single-person guaranteeing

moderate social distancing

bull Health care facilities not yet near reaching capacity

Benefits Drawbacks

bull Despite economic downturn

small businesses have been

able to remain open

bull Herd immunity nearly achieved

though questions remain about

strength and duration of immunity

bull Higher than average COVID

penetration particularly

compared with Scandinavia

bull Overlooked nursing homes

as at-risk locations recently

driving up mortality rate

Metrics1


6

1 Emergency use authorization

Source McGinley L Johnson C ldquoFDA poised to announce tougher standards for a covid-19 vaccine that make it unlikely one will be cleared by Election

Dayrdquo The Washington Post Grady D et al ldquoAstraZeneca Under Fire for Vaccine Safety Releases Trial Blueprintsrdquo The New York Times Zimmer C

Thomas K ldquoJohnson amp Johnsonrsquos Vaccine Advances Sparking Optimism in Racerdquo The New York Times Talev M ldquoAxios-Ipsos poll Vaccine resistance

growsrdquo Axios Kasinadhuni M Divack P ldquoHow to spot coronavirus misinformationmdashand keep it from spreadingrdquo Advisory Board Daily Briefing

How can we prepare now to ensure optimal outcomes

Finish line is still a vaccine

60Of US adults say it is not very

likely that they would seek out

a first-generation vaccine

COVID-19 VACCINE UPDATES HEALTH SYSTEM CHECKLIST

Manufacturers are increasing age and

race diversity in clinical trials

Pfizer Moderna and AstraZeneca

released protocols on trial analysis

Novavax and JampJ launched Phase 3

trials but the latter paused due to illness

USrsquo Operation Warp Speed plans to

include one more vaccine into its efforts

USrsquo FDA to release stricter guidance on

vaccine EUA1 process

Review available trial protocols to

understand the analysis process and final

results when they are released

Educate employees patients and

communities about the vaccine approval

and distribution process

Anticipate and prepare to respond to

misinformation and pushback

Start demand planning for distribution

including the logistics of a potential 2nd

dose and symptomsoutcomes tracking

Advisory Board research and analysis


8

Global vaccine access key to eradicating pandemic

A global approach to equitable vaccine distribution

1 US National Academies of Sciences Engineering and Medicine

Source ldquoBoost for global response to COVID-19 as economies worldwide formally sign up to COVAX facilityrdquo WHO 21 September 2020 Max Garland ldquoCOVID-19 vaccine

distribution will put FedExrsquos cold chain to the testrdquo Commercial Appeal 27 September 2020 Melanie Stark ldquoCOVID vaccine the biggest supply chain challenge in modern

historyrdquo MHD Supply Chain 28 August 2020 Nidhi Subbaraman ldquoWho gets a COVID vaccine first Access plans are taking shaperdquo Nature 17 September 2020

The world takes steps to prepare for vaccine

The Australian Government secures 100 million

syringes and sets up air freight agreement by

mid-summer to safeguard imports

FedEx ramps up digitally-tracked cold chain

capacity with contingencies to reduce wastage

NASEM1 provides risk-based framework to

allocate vaccine to US residents

WHO-Gavi COVAX

bull COVAX guarantees participating countries

will receive the same number of vaccines

proportional to their populations at the

same cost

bull In the agreement 3 of every countryrsquos

population receives the vaccine initially with

health and social care workers receiving

first doses

bull Once this threshold is reached vaccine will

be sent equally to all countries until 20 of

their populations are vaccinated

bull The remaining 80 will receive the vaccine

depending on how urgently constituent

countries need it

150+ countries signed up to WHO-Gavi COVAX

facility ndash but not the US


9

2031

60

26

78

2924

3621 24

Canada France Germany Italy Japan Netherlands Spain Switzerland UK US

916

756798 789 755 753

654 640

907820

1 In-patient

Source ldquoHealth Care Resourcesrdquo Organization for

Economic Co-Operation and Development April 2020

Many public systems run high bed occupancy and long length of stay

In February we worried about bed capacity


Number of acute care

beds in the US in 1992

962301



789197

DATA SPOTLIGHT

68 99 89 78 282 108 73 81 69 61

Average length of stay

Beds per 1000 people Occupancy rate

Inpatient beds per capita average occupancy and average length of stay by country


10

Available beds in province prior to outbreak 906 357 356

Total additional beds made available +9349 +2077 +2075

Beds occupied by Covid-19 patients1 -910 -243 -193

Net increase in available beds1 in

province ( increase in parentheses)

+9345

(+1032)

+2191

(+482)

+2238

(+483)

1 As of 14 April 2020

2 In February 2020 England has 4122 critical care beds

Source ldquoOntario Health Sector A Preliminary Review of the Impact of the Covid-19 Outbreak on Hospital Capacityrdquo Financial

Accountability Office of Ontario 28 April 2020 Igmen A ldquoHow Italian hospitals added 800 ICU beds in 2 weeks in response to the

pandemicrdquo Advisory Board 20 March 2020 West D ldquoNHS hospitals have four times more empty beds than normalrdquo HSJ 13 April 2020

After Italy many learned to expand bed capacity quickly


Government responses yielded unprecedented increases in acute and critical bed supply availability

DATA SPOTLIGHT

Critical beds Italy added

in two weeks by halting

electives and converting

semi-intensive care beds

800

Critical care beds in

Londonrsquos NHS Nightingale

field hospital which doubled

Englandrsquos total critical care

bed supply in just 10 days2

4000

Measures taken in Ontario Canada

between 15 March and 14 April

Acute

beds

Critical

care beds

Critical care

beds wvent

Hospital efforts to free up existing capacity

(including canceling elective surgeries)+6849 +585 +583

Moving hospital patients to other locations +1000 0 0

Newly funded beds +1500 +500 0

Other expansion of critical care capacity 0 +992 0

Additional ventilator deployment 0 0 +1492


11

Considerations when preparing for a second wave

Scenario

planning

Community

messaging

Cohorting

sites

Capacity

management

Staffing and

support

Chronic disease

management

PPE and supply

chain management

bull Dedicating hospitals or

other facilities to Covid

bull Constructing an

external site

bull Consumer survey

findings

bull Communication guide

bull Leading indicators

bull Coronavirus scenario

planning

bull Elective surgery

scenario modeling

bull Staffing for the surge

bull Picklist of emotional

support options

bull Working with your local

government

bull Triaging and testing protocols

in the ED during Flu season

bull Handling a PPE shortage

bull Reevaluating supply

chain and procurement

practices

bull Resources for adapting

chronic care delivery

bull Digital strategies for

patient engagement

bull 7 ways to maximize revenue

capture amid Covid-19

bull Leading

service rationalization decisions

Avoiding a cash

crunch


12

1 National Centre for Infectious Disease

2 Command Control CommunicationsSource Dr Eugene Fidelis Soh ldquoSmart Hospital for the Futurerdquo HealthManagement Volume 20 Issue 3 2020 Rasappan et al ldquoA surgeonrsquos role in fighting a medical pandemic Experiences from the unit at the epicentre

of COVID-19 in Singapore ndash A cohort perspectiverdquo International Journal of Surgery 16 May 2020 Lin R et al ldquoFrom SARS to COVID-19 the Singapore journeyrdquo The Medical Journal of Australia 6 April 2020

Tan Tock Seng Hospital learns from previous outbreaks to design new site

Into ldquowave 2rdquo most will run ldquohotrdquo and ldquocoldrdquo tracks

Tan Tock Seng Hospital (TTSH)

1700 beds Designated Covid-19 Hospital bull Singapore

bull Previously designated as Singaporersquos hospital for

2003 SARS and 2009 H1N1 outbreaks

bull TTSH established a 330-bed facility for infectious

diseases NCID1 opening in late 2019

bull Main hospital supports NCID with resources

workforce and transfer of patients

bull During Covid-19 scaled up to 586+ beds and

reduced ambulatory services to lt50 to free up

staff

CASE EXAMPLE

Artificial Intelligence Bed Management

System (AIBMU)

Provides TTSH with decision support for allocating

beds The system uses 345 rules to define the

best place for a patient based on priority

Operations Command Centre (OCC)

Uses C32 system to track real-time location of

Covid-19 patients using analytics to distribute

resources and manage patient flow

NCID


13

Tan Tock Seng places premium on projecting and flexing to demand

Central command shifts visibility from ldquostockrdquo to ldquoflowrdquo

Admission Bed Allocation

Discharge

Tracking Discharge

Resource

Planning

AIBMU Decision SupportDATA SPOTLIGHT

Operating capacity of

TTSHrsquos ED during first

wave of pandemic

80

Maximum admin staff

needed per shift to run the

AIBMU responsible for

1700 beds

3

OCC uses C3 system to track Covid patient preventing nosocomial spread

Source Dr Eugene Fidelis Soh ldquoSmart Hospital for the Futurerdquo HealthManagement Volume 20 Issue 3 2020 Rasappan et al ldquoA surgeonrsquos role in fighting a medical pandemic

Experiences from the unit at the epicentre of COVID-19 in Singapore ndash A cohort perspectiverdquo International Journal of Surgery 16 May 2020 Lin R et al ldquoFrom SARS to COVID-19 the

Singapore journeyrdquo The Medical Journal of Australia 6 April 2020


16

Source ldquoGlobal Influenza Surveillance and Response System (GISRS)rdquo WHO 2020

Proactive flu vaccinations and Covid-19 prevention measures stifle flu outbreaks

Southern countries experience record low influenza rates


Weekly influenza cases in select countries across the Southern Hemisphere

Past five years (2016-2020)

0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17

Source Hoffman J ldquoFearing a lsquoTwindemicrsquo Health Experts Push Urgently for Flu Shotsrdquo New York Times 12 October 2020 ldquoHow To Increase Flu

Vaccination During The COVID-19 Pandemic Health Affairs Blog 6 August 2020 ldquoPromoting Vaccination in the Workplacerdquo CDC 27 August 2020

Organisations overcoming common vaccination campaign roadblocks

Opportunity for providers to increase flu vaccination numbers

Move vaccination

efforts away from

clinics by enlisting

community partners

such as churches

pharmacies and stores

Create a culture of

immunization by

conducting a strong

culturally-sensitive

and transparent

vaccination campaign

within the community

Incentivise the public

by reducing cost

providing vouchers or

refreshments or

relating vaccination

targets to a business

goal for employers

Covid-19 contamination

is an ever-present

threat causing public

reluctance to re-engage

with elective care

Misinformation and

fear-based messaging

presents barriers to

vaccination efforts

Loss of income or

insurance restricts

access to vaccine and

accountability to get

vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

Advisory Board has made efforts to verify the accuracy of the information it provides to members This report relies on data obtained from many sources however and

Advisory Board cannot guarantee the accuracy of the information provided or any analysis based thereon In addition Advisory Board is not in the business of giving legal

medical accounting or other professional advice and its reports should not be construed as professional advice In particular members should not rely on any legal

commentary in this report as a basis for action or assume that any tactics described herein would be permitted by applicable law or appropriate for a given memberrsquos situation

Members are advised to consult with appropriate professionals concerning legal medical tax or accounting issues before implementing any of these tactics Neither Advisory

Board nor its officers directors trustees employees and agents shall be liable for any claims liabilities or expenses relating to (a) any errors or omissions in this report

whether caused by Advisory Board or any of its employees or agents or sources or other third parties (b) any recommendation or graded ranking by Advisory Board or (c)

failure of member and its employees and agents to abide by the terms set forth herein

Advisory Board and the ldquoArdquo logo are registered trademarks of The Advisory Board Company in the United States and other countries Members are not permitted to use these

trademarks or any other trademark product name service name trade name and logo of Advisory Board without prior written consent of Advisory Board All other

trademarks product names service names trade names and logos used within these pages are the property of their respective holders Use of other company trademarks

product names service names trade names and logos or images of the same does not necessarily constitute (a) an endorsement by such company of Advisory Board and its

products and services or (b) an endorsement of the company or its products or services by Advisory Board Advisory Board is not affiliated with any such company

IMPORTANT Please read the following

Advisory Board has prepared this report for the exclusive use of its members Each member acknowledges and agrees that this report and the information contained herein

(collectively the ldquoReportrdquo) are confidential and proprietary to Advisory Board By accepting delivery of this Report each member agrees to abide by the terms as stated herein

including the following

1 Advisory Board owns all right title and interest in and to this Report Except as stated herein no right license permission or interest of any kind in this Report is intended

to be given transferred to or acquired by a member Each member is authorized to use this Report only to the extent expressly authorized herein

2 Each member shall not sell license republish or post online or otherwise this Report in part or in whole Each member shall not disseminate or permit the use of and shall

take reasonable precautions to prevent such dissemination or use of this Report by (a) any of its employees and agents (except as stated below) or (b) any third party

3 Each member may make this Report available solely to those of its employees and agents who (a) are registered for the workshop or membership program of which this

Report is a part (b) require access to this Report in order to learn from the information described herein and (c) agree not to disclose this Report to other employees or

agents or any third party Each member shall use and shall ensure that its employees and agents use this Report for its internal use only Each member may make a

limited number of copies solely as adequate for use by its employees and agents in accordance with the terms herein

4 Each member shall not remove from this Report any confidential markings copyright notices andor other similar indicia herein

5 Each member is responsible for any breach of its obligations as stated herein by any of its employees or agents

6 If a member is unwilling to abide by any of the foregoing obligations then such member shall promptly return this Report and all copies thereof to Advisory Board

18copy 2020 Advisory Board bull All rights reserved bull advisorycom

This webinar is sponsored by Medtronic for educational purposes only The content views and opinions contained within the webinar

are copyrighted by Advisory Board and all rights are reserved Advisory Board experts wrote the content conducting the underlying

research independently and objectively Advisory Board does not endorse any company organization product or brand mentioned

herein

This slide deck should be used for educational purposes only Advisory Board has made efforts to verify the accuracy of the information

contained herein Advisory Board relies on data obtained from many sources and cannot guarantee the accuracy of the information

provided or any analysis based thereon In addition Advisory Board is not in the business of giving legal medical accounting or other

professional advice and its slide decks should not be construed as professional advice In particular readers should not rely on any

legal commentary in this slide deck as a basis for action or assume that any tactics described herein would be permitted by applicable

law or appropriate for a given readers situation Readers are advised to consult with appropriate professionals concerning legal

medical tax or accounting issues before implementing any of these tactics Neither Advisory Board nor its officers directors trustees

employees and agents shall be liable for any claims liabilities or expenses relating to (a) any errors or omissions in this slide deck

whether caused by Advisory Board or any of its employees or agents or sources or other third parties (b) any recommendation or

graded ranking by Advisory Board or (c) failure of reader and its employees and agents to abide by the terms set forth herein

Medtronic has obtained distribution rights to this content for the purpose of customer education It is the policy of Advisory Board to

enforce its intellectual property rights to the fullest extent permitted under law The entire content of this slide deck including any images

or text is copyrighted and may not be distributed modified reused or otherwise used except as provided herein without the express

written permission of Advisory Board The use or misuse of the Advisory Board trademarks copyrights or other materials except as

permitted herein is expressly prohibited and may be in violation of copyright law trademark law communications regulations and

statutes and other laws statutes andor regulations

655 New York Avenue NW Washington DC 20001

202-266-5600 advisorycom


Todayrsquos Research Experts

Christopher Kerns

Vice President

Executive Insights

KernsCadvisorycom

CD_Kerns

Vidal Seegobin

Practice Manager

International Research

Seegobivadvisorycom

seegobiv


3



1

10

100

EU


Sweden

Italy

US

UK France

Germany

200






CountryTotal deaths

per million

Total cases

per million

US 682 26298

EU 371 11789

UK 663 13180

France 537 17853

Germany 121 5363

Sweden 588 10951

Italy 620 8978


4








63

54

28

44

9 91

6 5

58

32 3135

610 9

6 5





in nursing homes

In the UK 91 of

excess deaths

attributed to Covid

















5







Data 2020




Denmark

Schools


Restaurants

and bars

Hair salons

Large

gatherings

2020 econ

outlook2

Total cases3

Deaths per

10000003

(-45) (-40) (-28) (-47)


41412 14970 17908 110594

12223 6389 5146 58747






Benefits Drawbacks



able to remain open










Metrics1


6



































8















WHO-Gavi COVAX




same cost




first doses






countries need it




9

2031

60

26

78

2924

3621 24


916

756798 789 755 753

654 640

907820

1 In-patient








962301



789197

DATA SPOTLIGHT

68 99 89 78 282 108 73 81 69 61





10






+9345

(+1032)

+2191

(+482)

+2238

(+483)









DATA SPOTLIGHT





800






4000



Acute

beds

Critical

care beds

Critical care

beds wvent








11


Scenario

planning

Community

messaging

Cohorting

sites

Capacity

management

Staffing and

support

Chronic disease

management

PPE and supply

chain management




external site


findings




planning


scenario modeling



support options


government






practices




patient engagement



bull Leading


Avoiding a cash

crunch


12
















staff

CASE EXAMPLE


System (AIBMU)








NCID


13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















3



1

10

100

EU


Sweden

Italy

US

UK France

Germany

200






CountryTotal deaths

per million

Total cases

per million

US 682 26298

EU 371 11789

UK 663 13180

France 537 17853

Germany 121 5363

Sweden 588 10951

Italy 620 8978


4








63

54

28

44

9 91

6 5

58

32 3135

610 9

6 5





in nursing homes

In the UK 91 of

excess deaths

attributed to Covid

















5







Data 2020




Denmark

Schools


Restaurants

and bars

Hair salons

Large

gatherings

2020 econ

outlook2

Total cases3

Deaths per

10000003

(-45) (-40) (-28) (-47)


41412 14970 17908 110594

12223 6389 5146 58747






Benefits Drawbacks



able to remain open










Metrics1


6



































8















WHO-Gavi COVAX




same cost




first doses






countries need it




9

2031

60

26

78

2924

3621 24


916

756798 789 755 753

654 640

907820

1 In-patient








962301



789197

DATA SPOTLIGHT

68 99 89 78 282 108 73 81 69 61





10






+9345

(+1032)

+2191

(+482)

+2238

(+483)









DATA SPOTLIGHT





800






4000



Acute

beds

Critical

care beds

Critical care

beds wvent








11


Scenario

planning

Community

messaging

Cohorting

sites

Capacity

management

Staffing and

support

Chronic disease

management

PPE and supply

chain management




external site


findings




planning


scenario modeling



support options


government






practices




patient engagement



bull Leading


Avoiding a cash

crunch


12
















staff

CASE EXAMPLE


System (AIBMU)








NCID


13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















4








63

54

28

44

9 91

6 5

58

32 3135

610 9

6 5





in nursing homes

In the UK 91 of

excess deaths

attributed to Covid

















5







Data 2020




Denmark

Schools


Restaurants

and bars

Hair salons

Large

gatherings

2020 econ

outlook2

Total cases3

Deaths per

10000003

(-45) (-40) (-28) (-47)


41412 14970 17908 110594

12223 6389 5146 58747






Benefits Drawbacks



able to remain open










Metrics1


6



































8















WHO-Gavi COVAX




same cost




first doses






countries need it




9

2031

60

26

78

2924

3621 24


916

756798 789 755 753

654 640

907820

1 In-patient








962301



789197

DATA SPOTLIGHT

68 99 89 78 282 108 73 81 69 61





10






+9345

(+1032)

+2191

(+482)

+2238

(+483)









DATA SPOTLIGHT





800






4000



Acute

beds

Critical

care beds

Critical care

beds wvent








11


Scenario

planning

Community

messaging

Cohorting

sites

Capacity

management

Staffing and

support

Chronic disease

management

PPE and supply

chain management




external site


findings




planning


scenario modeling



support options


government






practices




patient engagement



bull Leading


Avoiding a cash

crunch


12
















staff

CASE EXAMPLE


System (AIBMU)








NCID


13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















5







Data 2020




Denmark

Schools


Restaurants

and bars

Hair salons

Large

gatherings

2020 econ

outlook2

Total cases3

Deaths per

10000003

(-45) (-40) (-28) (-47)


41412 14970 17908 110594

12223 6389 5146 58747






Benefits Drawbacks



able to remain open










Metrics1


6



































8















WHO-Gavi COVAX




same cost




first doses






countries need it




9

2031

60

26

78

2924

3621 24


916

756798 789 755 753

654 640

907820

1 In-patient








962301



789197

DATA SPOTLIGHT

68 99 89 78 282 108 73 81 69 61





10






+9345

(+1032)

+2191

(+482)

+2238

(+483)









DATA SPOTLIGHT





800






4000



Acute

beds

Critical

care beds

Critical care

beds wvent








11


Scenario

planning

Community

messaging

Cohorting

sites

Capacity

management

Staffing and

support

Chronic disease

management

PPE and supply

chain management




external site


findings




planning


scenario modeling



support options


government






practices




patient engagement



bull Leading


Avoiding a cash

crunch


12
















staff

CASE EXAMPLE


System (AIBMU)








NCID


13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















6



































8















WHO-Gavi COVAX




same cost




first doses






countries need it




9

2031

60

26

78

2924

3621 24


916

756798 789 755 753

654 640

907820

1 In-patient








962301



789197

DATA SPOTLIGHT

68 99 89 78 282 108 73 81 69 61





10






+9345

(+1032)

+2191

(+482)

+2238

(+483)









DATA SPOTLIGHT





800






4000



Acute

beds

Critical

care beds

Critical care

beds wvent








11


Scenario

planning

Community

messaging

Cohorting

sites

Capacity

management

Staffing and

support

Chronic disease

management

PPE and supply

chain management




external site


findings




planning


scenario modeling



support options


government






practices




patient engagement



bull Leading


Avoiding a cash

crunch


12
















staff

CASE EXAMPLE


System (AIBMU)








NCID


13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















8















WHO-Gavi COVAX




same cost




first doses






countries need it




9

2031

60

26

78

2924

3621 24


916

756798 789 755 753

654 640

907820

1 In-patient








962301



789197

DATA SPOTLIGHT

68 99 89 78 282 108 73 81 69 61





10






+9345

(+1032)

+2191

(+482)

+2238

(+483)









DATA SPOTLIGHT





800






4000



Acute

beds

Critical

care beds

Critical care

beds wvent








11


Scenario

planning

Community

messaging

Cohorting

sites

Capacity

management

Staffing and

support

Chronic disease

management

PPE and supply

chain management




external site


findings




planning


scenario modeling



support options


government






practices




patient engagement



bull Leading


Avoiding a cash

crunch


12
















staff

CASE EXAMPLE


System (AIBMU)








NCID


13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















9

2031

60

26

78

2924

3621 24


916

756798 789 755 753

654 640

907820

1 In-patient








962301



789197

DATA SPOTLIGHT

68 99 89 78 282 108 73 81 69 61





10






+9345

(+1032)

+2191

(+482)

+2238

(+483)









DATA SPOTLIGHT





800






4000



Acute

beds

Critical

care beds

Critical care

beds wvent








11


Scenario

planning

Community

messaging

Cohorting

sites

Capacity

management

Staffing and

support

Chronic disease

management

PPE and supply

chain management




external site


findings




planning


scenario modeling



support options


government






practices




patient engagement



bull Leading


Avoiding a cash

crunch


12
















staff

CASE EXAMPLE


System (AIBMU)








NCID


13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















10






+9345

(+1032)

+2191

(+482)

+2238

(+483)









DATA SPOTLIGHT





800






4000



Acute

beds

Critical

care beds

Critical care

beds wvent








11


Scenario

planning

Community

messaging

Cohorting

sites

Capacity

management

Staffing and

support

Chronic disease

management

PPE and supply

chain management




external site


findings




planning


scenario modeling



support options


government






practices




patient engagement



bull Leading


Avoiding a cash

crunch


12
















staff

CASE EXAMPLE


System (AIBMU)








NCID


13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















11


Scenario

planning

Community

messaging

Cohorting

sites

Capacity

management

Staffing and

support

Chronic disease

management

PPE and supply

chain management




external site


findings




planning


scenario modeling



support options


government






practices




patient engagement



bull Leading


Avoiding a cash

crunch


12
















staff

CASE EXAMPLE


System (AIBMU)








NCID


13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















12
















staff

CASE EXAMPLE


System (AIBMU)








NCID


13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















13




Discharge

Tracking Discharge

Resource

Planning




wave of pandemic

80

Maximum admin staff



1700 beds

3






16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















16







0

400

800

1200

1 26 51

Argentina

Weeks

2020

2016

2017

20192018

0

50

100

150

200

1 26 51

South Africa

Weeks

2020

20192018

2017 2016

0

400

800

1200

1 26 51

Australia

Weeks

2020

2019 2017

2016

2018

0

175

350

525

700

1 26 51

Chile

2020

2019

2018

2017

2019

Weeks


17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein




















17





Move vaccination

efforts away from


community partners

such as churches


Create a culture of

immunization by

conducting a strong


and transparent




by reducing cost


refreshments or



goal for employers


is an ever-present



with elective care

Misinformation and



vaccination efforts

Loss of income or

insurance restricts



vaccine is limited

Barriers to

vaccination

campaign

success

Moves

you can

make

LEGAL CAVEAT

































herein



















LEGAL CAVEAT

































herein



















what we’ve learned from the global response to covid-19

Documents