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Starting point and problem: The aim of our research was to identify structures and new forms of collaboration which had become established during the COVID-19 pandemic and possible continuation of which beyond the pandemic might provide additional benefit to everyday clinical practice. Methods: A three-stage survey of 22 experts (senior physicians, hospital hygienists, nurse managers and representatives of hospital management) from six municipal hospitals situated in a hotspot region was used to identify measures pertaining to management of intensive care capacity and patient flows, as well as to the flow of information and data. Those measures were rated using a Likert scale. Results were subsequently structured in the setting of a round table. Results: Over the course of three evaluation stages - which saw high response rates of 82 - 91 % - the 43 initially identified measures were reduced to the 14 which received the highest levels of approval. At the round table, 10 of those 14 most relevant measures were categorised in one of three fields of action: 1) interdisciplinary management of patient flows, 2) flexible human resource (HR) concepts and 3) establishing new communication and information structures. Practical examples were formulated for each of the three fields of action and have in the meantime proven their value in everyday clinical practice. Conclusions: Using a structured decision process combined with holistic reflection on the organisational structure of hospitals, strategies were identified which had proven themselves under duress and which should be implemented in everyday clinical practice outside the setting of the pandemic. The flow of patients, resource management and communication structures can be influenced beneficially by sustained closer interdisciplinary and intersectoral collaboration within a new clinical routine. The practical examples and recommendations put forward for each of the fields of action could provide an impulse for other h

Starting point and problem: The aim of our research was to identify structures and new forms of collaboration which had become established during the COVID-19 pandemic and possible continuation of which beyond the pandemic might provide additional benefit to everyday clinical practice. Methods: A three-stage survey of 22 experts (senior physicians, hospital hygienists, nurse managers and representatives of hospital management) from six municipal hospitals situated in a hotspot region was used to identify measures pertaining to management of intensive care capacity and patient flows, as well as to the flow of information and data. Those measures were rated using a Likert scale. Results were subsequently structured in the setting of a round table. Results: Over the course of three evaluation stages - which saw high response rates of 82 - 91 % - the 43 initially identified measures were reduced to the 14 which received the highest levels of approval. At the round table, 10 of those 14 most relevant measures were categorised in one of three fields of action: 1) interdisciplinary management of patient flows, 2) flexible human resource (HR) concepts and 3) establishing new communication and information structures. Practical examples were formulated for each of the three fields of action and have in the meantime proven their value in everyday clinical practice. Conclusions: Using a structured decision process combined with holistic reflection on the organisational structure of hospitals, strategies were identified which had proven themselves under duress and which should be implemented in everyday clinical practice outside the setting of the pandemic. The flow of patients, resource management and communication structures can be influenced beneficially by sustained closer interdisciplinary and intersectoral collaboration within a new clinical routine. The practical examples and recommendations put forward for each of the fields of action could provide an impulse for other h