1887
Volume 2022, Issue 4
  • ISSN: 1999-7086
  • EISSN: 1999-7094

Abstract

The coronavirus disease 2019 (COVID-19) pandemic has tested the limits of national public health infrastructures to an unprecedented extent. A huge challenge has been regarding how to safely manage large public gatherings and how to efficiently administer vaccines to a large population. We evaluated three case studies in project management implemented by the Primary Healthcare Corporation (PHCC) over the course of 2020 and 2021, including: COVID-19 screening for the HH Amir Cup and Asian Football Confederation (AFC) Finals 2020, the FIFA Club World Cup 2020, and finally Qatar's National COVID-19 Mass Vaccination Project in the Qatar National Convention Centre (QNCC) in 2021. The key themes arising from all the three projects include the importance of developing a strategic plan, project management planning, clarifying and communicating roles and responsibilities, situational decision making, strong leadership, flexibility, result orientation in implementing the project, strong logistical support for providing necessary resources on the ground, and ensuring that staff at all levels are fully supported in performing their duties. In addition, the project management team was successful in building knowledge and experience across events with each successive project benefitting from lessons learned from previous projects. As a result of the strong record of project management established over the course of these experiences, PHCC was able to successfully manage the mass vaccination project with a high level of efficiency in comparison to similar national programs implemented elsewhere, both regionally and globally. The successful implementation of these projects, maintaining a high level of client and staff safety and satisfaction, demonstrates the value of project planning and continuous monitoring in successful implementation even in the context of uncertain conditions such as a global pandemic. Public and community health authorities may benefit by applying similar principles as the COVID-19 pandemic continues to unfold.

Loading

Article metrics loading...

/content/journals/10.5339/jemtac.2022.19
2022-07-13
2022-08-10
Loading full text...

Full text loading...

/deliver/fulltext/jemtac/2022/4/jemtac.2022.19.html?itemId=/content/journals/10.5339/jemtac.2022.19&mimeType=html&fmt=ahah

References

  1. DeSalvo K, Hughes B, Bassett M, Benjamin G, Fraser M, Galea S, Gracia JN. Public Health COVID-19 Impact Assessment: Lessons Learned and Compelling Needs. NAM Perspect. 2021 Apr 7;2021:10.31478/202104c. doi:10.31478/202104c.
    [Google Scholar]
  2. Alinier G, Rizoli S, Al Thani H. Qatar Health 2021: An online conference to prepare for a mass gathering sporting event while still addressing the pandemic, Journal of Emergency Medicine, Trauma & Acute Care. 2021:01 http://dx.doi.org/jemtac.2021.qhc.01.
    [Google Scholar]
  3. McCloskey B, Zumla A, Ippolito G, et al. Mass gathering events and reducing further global spread of COVID-19: a political and public health dilemma. The Lancet 2020;:395:1096–9. doi:10.1016/S0140-6736(20)30681-4.
    [Google Scholar]
  4. Alinier G, Rizoli S, Al Thani H. Qatar Health 2022: Preparing for the 2022 World Cup and the response to pandemics in Qatar – a multidisciplinary team approach. J Emerg Med Trauma Acute Care. 2022:1. http://dx.doi.org/10.5339/jemtac.2022.qhc.1.
    [Google Scholar]
  5. Gianfredi V, Pennisi F, Lume A, et al. Challenges and opportunities of mass vaccination centers in COVID-19 Times: A rapid review of literature. Vaccines. 2021;9. doi:10.3390/vaccines9060574.
    [Google Scholar]
  6. Carlin PR, Minard P, Simon DH, Wing C. Effects of large gatherings on the COVID-19 epidemic: Evidence from professional and college sports. Econ Hum Biol 2021; 43. doi:10.1016/j.ehb.2021.101033.
    [Google Scholar]
  7. Centers for Disease Controls and Prevention. Guidance for Organizing Large Events and Gatherings [Internet]. CDC; [Accessed 18 Nov 2021]. Available from: https://www.cdc.gov/coronavirus/2019-ncov/community/large-events/considerations-for-events-gatherings.html.
    [Google Scholar]
  8. Giulianotti R, Collison H. Sport and the Covid-19 pandemic: a structuralist analysis of key themes in the UK mass media. Front Sports Act Living. 2020;:2:134.
    [Google Scholar]
  9. Al-Dosari KNKA. Assessing the impacts of COVID-19 on mega sporting events: A case of the 2022 FIFA World Cup in QATAR. Glob J Health Sci. 2020;:5:1–17.
    [Google Scholar]
  10. Ludvigsen JAL, Hayton JW. Toward COVID-19 secure events: considerations for organizing the safe resumption of major sporting events. Manag Sport Leis. 2020;:1–11. doi:10.1080/23750472.2020.1782252.
    [Google Scholar]
  11. Jentsch PC, Anand M, Bauch CT. Prioritising COVID-19 vaccination in changing social and epidemiological landscapes: a mathematical modelling study. Lancet Infect Dis. 2021;:21:1097–106. doi:10.1016/S1473-3099(21)00057-8.
    [Google Scholar]
  12. Hasan T, Beardsley J, Marais BJ, et al. The implementation of mass-vaccination against SARS-CoV-2: A systematic review of existing strategies and guidelines. Vaccines. 2021;9. doi:10.3390/vaccines9040326.
    [Google Scholar]
  13. Shrivastava SR, Shrivastava PS. Resuming international sporting events affected by coronavirus disease 2019 pandemic in a bio-secure bubble. Saudi J Sports Med. 2020;:20:55.
    [Google Scholar]
  14. Nour M, Elseid Z, Hummaida A, Osman W, Al-Hajri M, Al-Romaihi H, Al-Musleh A, Farag E. Communicating the risk of COVID-19 during sporting events in Qatar: Challenges and opportunities, Journal of Emergency Medicine, Trauma & Acute Care 2021; 2:(18). http://dx.doi.org/10.5339/jemtac.2021.qhc.18.
    [Google Scholar]
  15. Dergaa I, Varma A, Tabben M, et al. Organising football matches with spectators during the COVID-19 pandemic: What can we learn from the Amir Cup Football Final of Qatar 2020? A call for action. Biol Sport. 2021;:38:677–81. doi:10.5114/biolsport.2021.103568.
    [Google Scholar]
  16. Al Qahtani M, Elserafy MM, Thampi UK, Veettil ST. 24/7 Cold Chain Management System by Primary Health Care Corporation to support the National COVID-19 Mass Vaccination Program. J Emerg Med Trauma Acute Care. 2022;1.
    [Google Scholar]
  17. Crosby BC, Bryson JM. Integrative leadership and the creation and maintenance of cross-sector collaborations. Public Integr Leadersh. 2010;:21:211–30. doi:10.1016/j.leaqua.2010.01.003.
    [Google Scholar]
  18. Bryson JM, Crosby BC, Stone MM. The design and implementation of cross-sector collaborations: Propositions from the literature. Public Adm Rev. 2006;:66:44–55. doi:10.1111/j.1540-6210.2006.00665.x.
    [Google Scholar]
  19. Hartman F. Preparing the mind for dynamic management. Excell Teach Learn Proj Manag. 2008;:26:258–67. doi:10.1016/j.ijproman.2008.01.007.
    [Google Scholar]
  20. Abdullahi YAM. Corporate project management office methodology. Doha, Qatar: Primary Health Care Corporation; 2014.
    [Google Scholar]
  21. Bravo AS, Vieira DR, Bredillet C, Pinheiro R. Review of collaborative project management approaches in R&D Projects. In: Fernandes G, Dooley L, O'Sullivan D, Rolstadås A, editors. Managing collaborative R&D projects: Leveraging open innovation knowledge-flows for co-creation. Cham: Springer International Publishing;2021. pp. 47–63.
    [Google Scholar]
  22. Ahmed A, Jaffrey SS, Fatima F, et al. Challenges faced during COVID-19 outbreak investigation in Qatar: From the investigators’ perspective. J Emerg Med Trauma Acute Care. 2021.
    [Google Scholar]
  23. Alinier G, Pullian N, van Dyk N, et al. Medical resources deployed for the 2019 World Athletics Championships in Doha, Qatar. J Emerg Med Trauma Acute Care. 2022.
    [Google Scholar]
  24. Al Rashid MA, Al-Hamad A. Leveraging primary health care corporation partnerships in preparation for the 2022 FIFA World Cup Qatar: A position paper. J Emerg Med Trauma Acute Care. 2022.
    [Google Scholar]
  25. Kristensen S, Mainz J, Bartels P. Selection of indicators for continuous monitoring of patient safety: recommendations of the project ‘safety improvement for patients in Europe’. Int J Qual Health Care. 2009;:21:169–75. doi:10.1093/intqhc/mzp015.
    [Google Scholar]
  26. Chittick PK, Persaud DD. Project management: An essential tool for implementing integrated information technology in healthcare. Health Manag Forum. 2001;:14:1–7. doi:10.1016/S0840-4704(10)60436-X.
    [Google Scholar]
  27. Hazır Ö. A review of analytical models, approaches and decision support tools in project monitoring and control. Int J Proj Manag. 2015:33:808–15. doi:10.1016/j.ijproman.2014.09.005.
    [Google Scholar]
  28. Owen J, Burstein F, Mitchell S. Knowledge reuse and transfer in a project management environment. J Inf Technol Case Appl Res. 2004;6:21–35. doi:10.1080/15228053.2004.10856052.
    [Google Scholar]
  29. Campbell RJ. Change management in health care. Health Care Manag. 2008;: 27:(1):23-39.
    [Google Scholar]
http://instance.metastore.ingenta.com/content/journals/10.5339/jemtac.2022.19
Loading
/content/journals/10.5339/jemtac.2022.19
Loading

Data & Media loading...

This is a required field
Please enter a valid email address
Approval was a Success
Invalid data
An Error Occurred
Approval was partially successful, following selected items could not be processed due to error