The COVID-19 pandemic challenged healthcare systems globally disrupting access to high quality essential health services. The pandemic may be viewed as a disaster impacting on patients and staff alike. There is a paucity of research describing how large health services have maintained, scaled and innovated care during the pandemic. The study was conducted to provide insights to inform hospital disaster management responses, specifically to identify organizational learnings from the COVID-19 response, capture instances of innovation, understand the impact of COVID-19 on models of care and to identify organizational priorities to prepare for a potential future disaster or terror event.

Survey research was conducted using a qualitative research strategy. The study was conducted at a 550-bed university-affiliated tertiary hospital located in the southeast corner of Australia in the State of Victoria. The survey was purpose designed, included open-ended questions requiring text responses, and was completed in an online survey form. A thematic analysis of the data was completed.

A total of 258 staff completed the survey, with staff representing doctors, nurses, allied health, and support personnel. There were four overarching domains of learning identified; People and Care, Staff Support, Implementation of Care, and Organizational Factors. These domains were supported by 14 topic areas which highlighted specific areas of learning and opportunity in preparing for or responding to a potential future disaster or terror event

There was a need during the pandemic to pivot rapidly to reorganize services and workforce to operate and deliver care in a safe manner. Attention to and action in the domains of People and Care, Staff Support, Implementation of Care, and Organizational Factors can be considered by organizations when planning health service delivery in response to and during the COVID-19 pandemic, or more generally to a potential future disaster or terror event.