ORGANIZATIONAL CONSEQUENCES OF THE COVID-19 PANDEMIC AND HEALTH SYSTEM PREPAREDNESS FOR FUTURE PUBLIC HEALTH EMERGENCIES

Actual Problems of Theoretical and Clinical Medicine, 2026

Толық мәтін Ашық қол жеткізу: Gold Метадеректер (CSL-JSON)
DOI 10.64854/2790-1289-2026-53-3-10
Деректер сенімділігі 70 орташа
Бұл баға қалай есептеледі

Ол жазбаның өзінің тексерілетін белгілерінен құралады: мақаланың DOI-і бар ма, оның деректерін қанша тәуелсіз дереккөз растады, міндетті өрістер толтырылған ба және соңғы растау қаншалықты жаңа. Дереккөздер арасындағы алшақтық пен идентификатордың болмауы бағаны төмендетеді. 80-нен бастап мән жазбаның қосымша тексерусіз жарияланғанын, 60-тан 79-ға дейін — оның сенімділігі төмен күйде жарияланғанын және қолмен тексеру ұсынылатынын білдіреді. Редактор қолмен тексерген жазбаны қайта есептеу 90-нан төмен түсірмейді. Бұл — мақаланың өзіне емес, ол туралы деректерімізге берілген баға.

Аңдатпа

Relevance: The COVID-19 pandemic exposed organizational weaknesses in health systems, disrupting workforce capacity, hospital services, supply chains, and routine care. Lessons from these disruptions may inform preparedness for future public health emergencies in Kazakhstan. Objective: To synthesize evidence on the organizational consequences of COVID-19, distinguish emergency adaptations from persistent gaps, and consider the applicability of international preparedness lessons to Kazakhstan. Methods: The main evidence base comprised journal publications first published between 1 January 2020 and 26 May 2026 that addressed organizational consequences of COVID-19 or health-system preparedness and resilience. Citation searching, targeted searches, and institutional reports supplemented the database searches. The review drew on 90 publications, including three conference abstracts, and five additional institutional reports. Findings were synthesized by thematic domain. Results: A meta-analysis estimated burnout prevalence among healthcare workers at 52 % (95 % CI 40-63 %). Burnout was associated with intention to leave, whereas actual workforce departures were reported mainly in national surveys. A global modelling study projected that 28.4 million elective operations would be cancelled or postponed during 12 weeks of peak disruption in 2020. Supply-chain studies identified concentrated manufacturing, low contingency stocks, and limited supply-chain knowledge as potential contributors to shortages. Organizations adapted through staff redeployment, bed conversion, centralized supply coordination, and telemedicine, but evidence on the long-term sustainability of these measures was limited. Conclusion: The evidence supports considering workforce protection, surge-capacity planning, supply-chain diversification, and institutional learning within routine health-system operations. The comparative effectiveness and long-term sustainability of specific measures remain uncertain. Evidence from Kazakhstan is limited, and proposed measures require local evaluation.