The document discusses recommendations for Ukraine's anti-pandemic program. It recommends establishing an Anti-Pandemic Center to coordinate response efforts and organize roles. It also recommends developing an information-analytical system to forecast needs, modeling medical services, and digitally transforming supply chains. Further, it suggests distance learning methods and regular public training on pandemic response.

1. Anti-Pandemic Program for
Ukraine
Materials for discussion
April 2020

2. Agenda of the COVID-19 Pandemic Program in Ukraine
Key points
The pandemic program in Ukraine needs to be
formulated on an adequate strategy and
coordinate the activities of key actors through
effective allocation of roles and
responsibilities.
The selection and implementation of priority
actions through best practices and effective
technologies aims to protect as many
Ukrainian citizens as possible from the effects
of the pandemic and the economic crisis.
2
1. How efficient is Ukraine’s pandemic response?
2. Is it possible now to predict COVID-19 direction and impact?
3.
Which policy levers are available for governments to mitigate the
crisis impact and paver the path to recovery?
4.
What are the Key activities to launch in healthcare - to slow down the
epidemic spread and to reduce surge?
5-6. Which are the high-priority measures against COVID-19 spread?
7. What is the high-performance way of role distribution?
8. What could be the next steps?
9. Who are the key contacts at EY Ukraine?
Annex 1. Examples of EY support against the pandemic situation
Annex 2. Implementation of a telehealth solution in Chile
Oleksiy Shmuratko
Manager, Advisory
EY Ukraine
EU4Digtial Facility Coordinator in Ukraine

3. 1. Lockdown measures and fiery government changes during March 2020.
How efficient is Ukraine’s pandemic response?
3
Source: Public Health Center as of 1 April 2020
Crisis headquarters and think tanks are
established – up to 6 different HQ’s:
• 24/7 Operational Headquarters – since 26 March
• AC LAB21 Crisis Solution Platform supported by the
Ministry of Finance, Ministry of Education and Science,
USAID
• Cabinet of Ministers’ Think Tank
• Systemic approach?
• Integrity?
• Coordination?
Donor Funding Opportunities:
• EU allocates EUR 80 million to support
Ukraine’s anti-COVID measures
• The European Investment Bank may lend EUR
40 million to Ukraine for medical equipment
against coronavirus ?
?What's next:
• with public health
• with the economy
• with the social sphere
• with education
• with security
• …
1 2 54
12.03 25.03 30.03 01.04
Quarantine
measures
are
introduced
until 03.04
Lockdown
is extended
until 24.04
as an
emergency
situation
Ministry of
Healthcare
approved
standards
for regular
and
emergency
care
New
Ministers of
Finance and
Healthcare
are
appointed
3
28.03

4. 2. With the data currently available, it is difficult to predict Covid-19’s path and
its impact on governments: insufficient data, few tests, and low coordination
GPS Covid 19
4
Time
Numberofinfectedpersons(officialstatistics)
Casesreported
Source: Adaptation from “Baldwin, Richard et al., Economics during the
Covid-19”
Source: Reproduction of John Burn-Murdoch's analysis for Financial Times based on CSSE data
Numberofinfectedpersons(officialstatistics)
As of April 11, 2020
Days after the 100th event
• Governments have been adopting containment measures, ranging from
strict quarantine to predictive analytics, with varying levels of success
• Understanding the pandemic’s progression is crucial for determining the
type of long-term strategy governments will need to adopt
• The scale of a pandemic is unlike natural disasters or other
crises that cover a limited area and whose economic costs
can be quickly estimated
• People have cognitive biases that make them radically
underestimate an epidemic’s path at the start of an outbreak
and overestimate its path during it
Due to a pandemic’s scale and human biases,
people typically misjudge an outbreak’s path
However, government measures can help mitigate
and slow Covid-19’s spread
How epidemics
typically evolve
At the start of an outbreak,
radically underestimate
During an outbreak,
radically overestimate

5. 3. Which policy levers are available for governments to mitigate the wider
impact on society and the economy, and to pave the path to recovery?
GPS Covid 19
5
Support for
Health
Services
Monetary
Policy
Measures
Multilateral
Cooperation
Global
Emergency
Funding
• Bonuses for healthcare workers
• Surge capacity for overloaded
hospitals
• Medical supply chain protection
Containing and Mitigating
Covid-19’s Impact
Efforts to
Boost Morale
Support for
Citizens
Public-
Private
Partnerships
Support for
Businesses
Support for
Vulnerable
Groups
• WEF’s Covid Action Platform to mobilize
cooperation and business support &
develop tools and best practices for risk
management
• Scale up disaster-related
funding for public health
emergencies
• Lower policy interest
rates
• Extend loan maturities
• Keep long-term interest
rates low
• Suspension of utility payments
• Rent subsidies and childcare
support
• Cash payouts for citizens
• Political leaders donate part of
their salary in solidarity with
infected
• Subsidized short-term
employment schemes
• Financial support for sectors
most affected
• Reduction in taxes and low
interest loans for SMEs
• Paid sick and family leave
• Increased funding for services for the
elderly, homeless, and disabled
• Alternative working arrangements
• Policy coordination, planning,
and streamlining of resources
• Additional support for
emerging and frontier market
economies
Sources: Centre for Economic and Policy Research (CEPR), EY analysis, IMF, World Bank.

6. 4. Key activities to launch in healthcare - to slow down the epidemic spread and
to reduce surge
6
• Expand testing capability to
appropriately triage patients and
increase available hospital capacity
• Collaborate with scientific and
pharmaceutical laboratories in
vaccine research and development
Increase testing coverage
• Model scenarios of pandemic
development
• Tailor isolation to minimize
transmission of COVID-19
• Plan organizational
arrangements for changing
quarantine conditions
Tailor isolation
• Provide additional
financial resources for
hospitals and healthcare
providers
• Cope with the economic
crisis
Manage the crisis
Slow spread
1
A. In open spaces: reduce the
number, frequency, and length of
contacts; ensure sterilization
B. At home: practice social
distancing, support one’s
premises clean and healthy,
communicate online
Reduce surge
• Plan resources and work schedules for
health care providers for continuous
mobilization
• Supply hospitals with the estimated
quantities of protective gear and
critical equipment
2
Enable access
• Provide patients with the right level of
care and access to medicine
• Develop and implement a telemedicine
information system with eHealth
connectivity
• Ensure regular transportation of
physicians and critical care providers
3
456
Use virtual medicine
Adapted from: Parodi, Stephen, Lui, Vincent. “From containment to reducing the negative impact of COVID-19 in the USA”, JAMA, 03/13/2020
7
• Leverage virtual health
technology to protect clinicians
and enhance capacity

7. 5. High-priority measures against COVID-19 spread (1)
7
Task groups
Pandemic measures:
NOW
Pandemic measures:
NEXT
► Setup of think tanks for mid-term planning – to
prevent and reduce the impact of recurrent
infection waves: prepare for the time of exit
from the primary quarantine phase, and predict
scenarios for the 2nd half of 2020
► Mobilization of additional rapid response teams
in recurrent epidemic scenarios (formation,
preparation, training, resource base)
► Planning an investment portfolio of anti-
pandemic measures, prioritized on the condition
of the funding scope and availability
► Evaluation of reorienting manufacturing and
supply chains to the domestic market – for faster
procurement and delivery of critical goods and
services in sufficient amounts (including fast-
track yet well-controlled government
procurement programs)
Slow spread
(in open
spaces)
Slow spread
(at home)
► Analysis and control of most popular contact points and routes
► Restricting the concentration of people in space and time (for
example, ensuring there are no “rush hours“ in cities)
► Efficient sterilization of route intersections and public contact points
► Epidemiological safety redesign of supply chains (especially for food,
and household goods, public services etc.)
► Physical contact distancing between family members – especially
between children and the elderly or other risk groups
► Self-administered isolation of infected persons from their families
(such as temporary quarantine accommodation in specially equipped
hotels and sanatoriums, with subsequent monitoring and transfer to
hospitals of the patients requiring intensive care)
Reduce surge ► Provision of critical resources to hospitals (IVL appliances, security
equipment, etc.), outpatient clinics and specially equipped hotels
(hygiene and sterilization, food delivery)
► Increasing the uniformity of emergency coverage (setting up mobile
medical aid groups in public transport, containers)
Enable access ► Implementation of an interoperable a telehealth information system
with eHealth connectivity
► Redesign of most important healthcare delivery processes for the
pandemic conditions
► Rescheduling and re-equipment of public transport for transportation
of health care providers, and providers of other critical services)
1A
2
3
1B

8. 6. High-priority measures against COVID-19 spread (2)
8
Task groups
Pandemic measures:
NOW
Pandemic measures:
NEXT
► Release of resources of profile specialists for
mid-term measures for development,
manufacturing and supply of tests and vaccines
► Development and implementation of digital
strategies for distance medicine and education
► Implementation of digital technologies to
develop effective solutions for redesigning the
economy and public services for new conditions
► Building an efficient and safe digital architecture
of the state, all sectors of economy and society
Increase
testing
coverage
Tailor isolation
► Use of the analytical and forecasting capacities of NHS Ukraine and
other analytical centers to evaluate the requirements and availability
of tests, critical supplies, ventilation equipment, personnel etc.
► Testing: planning and securing government procurement for critical
resources, their efficient allocation, controlled distribution and usage
► Communication of correct algorithms for patient's actions in case of
infection
► Secure supply of sterilization, protection gear and supplies -
especially for citizens at-risk and healthcare professionals
► Planning for changes in the lockdown modes (like adaptive quarantine
by region) and their adequate communication for all involved persons
Use virtual
medicine
► Regular tele-monitoring for patients at highest risk (for example,
single elderly persons)
► Implementation of a telehealth solution to protect doctors and free
hospital capacity (see the example of telehealth solution in Chile)
6
7
4
5
Manage the
crisis
► Establishment of the Funding Coordination Council, involving the
resources of government, financial and charitable organizations
► Simplified procedures for attracting pandemic funding
► Financial support for health professionals in the outbreak

9. 7. Effective ways to share and coordinate roles among stakeholder groups
will improve the quality and intensity of Ukraine’s pandemic response
GPS Covid 19
9
Business
Mass media,
universities,
schools
Volunteer
organizations,
NGOs
• Establishment of the Financing Coordination
Council to effectively finance high-priority
initiatives without disruption and duplication
• Allocation of funds via simplified procedures
Health care
institutions
Parliament,
Government
(Cabinet,
Ministries)
Anti-
Pandemic
Center
Gov-t
Agencies
(Emergency
Agency,
NHS)
• Decision-making authority
• Strategic planning and high-level crisis management
• international and domestic coordination
• Implementation of effective communication strategies
• Independent control over
government activities
• Collection and supply of additional
resources in highest-priority areas
for coordination with other
stakeholders
• Coordination of testing and vaccine
development with healthcare institutions
• Providing access to laboratories and
equipment for scientists and physicians
• Production, supply and servicing for
high-priority items (critical medical
equipment, protective gear and
sterilization supplies; logistics, vehicle
rental services; catering for hospitals;
hotel and sanatorium facilities for
isolation of ‘mild’ patients)
• Fast-track formalization of decisions
taken by the Committee – as legal acts
• High-performance legal frameworks and
procedures for efficient use of resources
• Coordination of funding for priority
initiatives and provision of resources at
the level of Directorates
• Transparent data analytics on testing coverage,
outcomes, infection rates, care, and treatment
• Research and development of testing, care,
vaccination and treatment methods (in
coordination with pharmaceutical companies)
• Requirements planning and availability audit
of resources by region (personnel, equipment,
medicines, sanitation and sterilization
supplies)
• Scenario modeling of the epidemiological
situation
• Monitoring of implementation of initiatives
• Fast response, coordination and feedback
• Independent assessment of current events
• Thorough validation of information
• Coordination with gov-t and educational institutions:
• Prime time for briefings and announcements
• Broadcasting distance learning programs as an
additional channel of communication
Financial
institutions
Citizens of
Ukraine

10. 8. Recommendations for further steps to counteract the pandemic with the
participation of EY
Presentation title
10
• Coordination of persons involved
• Strategic planning and scenario modeling
of crisis management activities
• Development of operational model of risk
management
• Forecasting the need and availability of
resources
• Analysis and optimization of key
processes
Organization of the Center
counteracting the pandemic
• Planning for long-term
reorganization of supply chains
in the event of a prolonged
emergency
• Design of supply chain target
model with elements of digital
transformation (Industry 4.0,
smart technologies, Internet of
Things, artificial intelligence,
process robotics, e-commerce,
e-trust services, etc.)
• Planning rapid deployment of
industrial developments (3D
printing of components and
devices for improving the
productivity of mechanical
ventilation equipment, local
production of drugs to confirm
the hypotheses about the
usefulness of some drugs in the
treatment of COVID-19, etc.)
Digital transformation of
supply chains
• Predicting and modeling the need and
availability of resources - based on
NSAID, eHealth and POP analytics
• Critical care planning (testing systems,
medical equipment for ventilation,
sterilization)
• Update map of critical equipment
coverage of hospitals and emergency
sites, including mobile emergency
laboratories
Information-analytical system of
forecasting and modeling
• Development of an operational model for the
involvement of telemedicine in primary and secondary
care physicians in the context of remote monitoring of
patients' health status, in particular of people at
increased risk
• Analysis and modeling of patient routes to identify
contact points, plan infection response and recurrent
epidemic waves
• Registration and analysis of data on routes of movement
of infected persons for their isolation and timely
informing of those who contacted them
Process modeling
development of medical services
• Developing and conducting regular trainings in accessible
media through algorithms for action in different
situations in connection with the spread of the epidemic
• Planning of reorientation of training systems, social
protection, utilities under the conditions of remote
operating model of interaction
Organizing distance learning methods to adapt
to the new reality

11. 9. Key EY Contacts in Ukraine
Larysa Marchenko
Partner
М: +380674630281
Email: larysa.marchenko@ua.ey.com
Vladimir Kotenko
Partner
М: +380675077369
Email: vladimir.kotenko@ua.ey.com
Bogdan Yarmolenko
Partner
М: +380672364310
Email: bogdan.yarmolenko@ua.ey.com
Olga Gorbanovskaya
Partner
М: +380675077362 Email:
olga.gorbanovskaya@ua.ey.com
Konstantin Neviadomsky
Partner
М: +380675005385
Email: konstantin.neviadomski@ua.ey.com
EY | Assurance | Tax | Transactions | Advisory
Company Information EY
EY is an international leader in auditing, tax, transaction advisory
and business consulting. Our knowledge and the quality of the
services we provide contribute to building trust and confidence in
the markets of different countries around the world. We form a
team of outstanding leaders, under whose management our team
fulfills its commitments. In this way, we make a significant
contribution to improving the business environment for the
benefit of our employees, customers and society as a whole.
The EY name refers to a global organization and may refer to one
or more companies within Ernst & Young Global Limited, each of
which is a separate legal entity. Ernst & Young Global Limited, a
UK legal entity, is a limited liability company and does not provide
services to clients.
© 2020 Ernst & Young LLC
All rights reserved.
ey.com

12. Presentation title
Section divider over two lines or
three lines
Annex D1
Examples of EY counseling
in a pandemic

13. Examples of how we are helping clients right now…and others on deck
Page 13 13
Telehealth Solution
► Enhanced access support
through telemedicine platform
deployment throughout Chile
► Providing Supply/Demand
analyses and training, change
mgt and portfolio mgt
COVID-19 Medicine Supply
Strategy
► Assessing supply chains to
the UK, identifying products
at risk of interruption and to
support the Department
with mitigation planning
► Installed Virtual diagnostic
(InTouch) with Alder Hey
and Manchester Hospitals
► 72-96 hours installation
► For Henry Schein Dental,
providing analyses targeting
risk mgt, supply chain, and
supply / demand modeling
for dental supplies
Crisis Command Center COVID-19 Training & Change
Mgt In Process
► Supporting Babylon in
rolling out COVID-19
protocols to NHS hospitals
in Reading and
Wolverhampton
Telehealth Solutions In Process
► Enhanced access support
through telemedicine platform
deployment
► Providing Supply/Demand
analyses and training, change
mgt and portfolio mgt

14. Rapid Response – 1. Virtual patient and critical care enablement
Rapid mobilisation and stabilisation of virtual critical care technology and processes, specifically designed for Infectious Disease
Emergencies where patients are either quarantining in place, or are admitted in an inpatient setting. In partnership with telemedicine or
virtual care vendors for which teaming agreements are already in place. We can mobilize the virtual care solution within a healthcare setting
in as little as 72 hours, and then work with the organisation in the subsequent days to stabilise the new processes and manage change
amongst clinical and business stakeholders.
Overview
Scope and
2-week plan
a) Pre Implementation assessment: proposed workflows, installation and testing plan, clinician and patient
training plan, risk and security assessment (vendor materials can be utilized in most cases)
b) Implementation report: documentation of implementation method including number of people trained,
number of software instances downloaded, devices purchased/on loan, evidence of testing and risk
acceptance, change management activities. Plan for stabilization and ongoing support.
Deliverables
• 2-6 people depending on scope
• Remote working where possible. Where on site staffing is needed (i.e. for device installation, minimal EY
people will be on site, rest will support remotely
Team and
logistics
2 Week Plan
Pre Implementation Implementation Stabilization
Virtual Care Implementation Scope
Page 14 14
Week 1 Week 2
Pre implementation ⧫
Implementation ⧫
Stabilization ⧫
Check in with Exec Sponsor * * * * * * * * * *
• Assessment and
planning for: Devices,
software configuration,
security protocols, third
party agreements,
process design, risk
assessment,
educational materials,
logistics
• Software configuration
• Device installation if
required
• Testing
• Training
• Pilot workflow and scale
roll out
• Change management
• Communications
• Establish support
levels/help desk function
• Monitor outcomes
• Continuous risk
assessment
• Feedback and ‘bug’ fixing
• Ongoing change
management

15. Rapid Response – 2. Crisis command center mobilization
Page 15 15
Two week cross-service line offering to
a) Establish crisis command center strategy, objectives, priorities, structure and operating plan
b) Mobilise crisis command center with resources/assets, staffing, comms, escalation procedures, dashboards/analytics
c) Handover to hospital for ongoing monitoring, including clear criteria for scaling/demobilisation
Overview
Scope and
2-week plan
a) Command Center Operations Plan: objectives/priorities, operating model, structure, RACI, meeting and status reporting cadence
b) Dashboard and analytics set up, depending on client resources/assets available
c) Communications and reporting plan
d) Transition plan to ongoing monitoring and eventually to BAU
Deliverables
• 3-5 people for 2 weeks
• Remote working where possible. Where on site staffing is needed (i.e. hardware/software configuration, minimal EY people will be on site,
rest will support remotely
Team and
logistics
Planning Implementation Monitoring
Hospital Command Center Enablement Scope
• Define Command
Center objectives and
priorities
• Establish governance,
structure, op model,
RACI
• Set meeting and status
reporting cadence
Mobilize:
• Communications
• Logistics
• Media
• Resources/assets
• Safety/Security
• Utilities
• Analytics/dashboards
• Evaluate
• Monitor
criteria
• Scale/demobil
ise as needed
• Status
reporting
Week 1 Week 2
Rapid Planning ⧫
Implementation ⧫
Handover (to Monitoring Phase) ⧫
Check in with Executive Sponsor * * * * * *
2 Week Plan

16. Detail: Crisis Command Center – Technology Solutions
Single Point of Referral
Email Inbox
Daily offers of support for COVID 19
- Technology Solutions
Email 1 (Immediately) :
Confirmation of receipt
Other support coordination
e.g. Staffing, drugs,
ventilators
Logged onto “Offer database” Out of Scope
Rapid Triage – Meets a need,
compliant, able to deploy rapidly
Email 2 (< 24 Hours) :
Confirm if Rejected or
Accepted or further
information required
Phone Call to supplier to
clarify offer, if required
Limited fit
REJECT
Possible fit
INVESTIGATE
Good fit
ANALYSE
Best Offers - Evaluated
short list for NHS review
Detailed Offer Review - clinical,
technical, authorisation etc.
External Communications
Email 3 (Within 72
Hours) : Confirm if
rejected or accepted for
deployment
Daily Drum Beat Call
1. Review Dashboard detailing (i) new offers,
(ii) those referred out, (iii) impact of rapid
triage
2. Review status of offers in Detailed Offer
Review process
3. Review and strict prioritisation of “Best
Offers”, agree which are to be deployed
and with whom
Transition to recipient to evaluate/deployment
process agreement
Hand off to recipient with wider support if
required

17. Rapid Response – 3. Healthcare supply/demand analyses & mitigation alternatives
Page 17 17
Two week cross-service line offering to:
a) Perform assessment of impacts and risks of COVID-19 on organization’s supply chain operations
b) Assess organizational readiness to respond to those impacts and risks
c) Provide prioritized recommendations and immediate-term stabilization plan to address risks and impacts
Overview
Scope and
2-week plan
a) Rapid Assessment report with identified risks / impacts across operational and financial impact areas
b) Prioritized recommendations and immediate-term stabilization plan to address risks and impacts
c) ‘Playbook’ with examples / templates and functional checklists
d) Final report-out to Steering Committee
Deliverables
• 3-6 People 2 weeks
• Remote working where possible. Where on site staffing is needed, minimal EY people will be on site, rest will support remotely.
Team and
logistics
2 Week Plan
Assessment
Prioritized
Recommendations
Recovery
Rapid Assessment Scope
Operational Impacts
Employees
Financial Impacts
Demand
Inventories
Pricing Changes
Revenue Cycle
Contracts
Support Ops (IT,
Legal, Facilities
etc.)

18. Rapid Response – 4. Service needs assessment and implementation support
Page 18 18
Provide management resources to liaise, filter and prioritise offers of assistance from companies, and to assist with implementation if needed:
a) Assess the critical needs of the organization
b) Analysis of offers that have been made to the organization and supplementary market scan of services that are available
c) Recommendations for implementation based on feasibility
Overview
Scope and
2-week plan
a) Service needs assessment report:
• Outline of available services and suitability based on organizational needs
• Implementation recommendations based on estimated effort, cost, timeline and operational impact
b) Implementation support if required: third party management, installation, testing, training, change management, evaluation, etc
Deliverables
• 1-2 people, 2 weeks
• Possible to deliver remotely
Team and
logistics
2 Week Plan
Needs Assessment
Market Scan /
Prioritization
Implementation
Recommendations
Rapid Assessment Scope
Review org needs:
Stakeholder
interviews
Assess service options Recommendations
Documentation
review / observation
Situational analysis of
other orgs/countries
Within EY network
Within org network
General market scan
Recommended
services
Timeline, approach,
cost/benefit
Virtual working, supply
chain, technology, etc.
Rapid cost/benefit
analysis
Week 1 Week 2
Needs assessment ⧫
Market scan/prioritization ⧫
Implementation
recommendations and support
⧫
Check in with Executive Sponsor * * * * *Implementation
support
As required

19. Rapid Response – 5. Clinical workforce analysis and mitigation alternatives
Two week cross-service line offering to perform a workforce analysis and action plan with the goal of:
• Reduce non-critical services, optimize virtual care delivery / reduced patient contact
• Optimize processes to allow technicians, physician aids and nursing practitioners to operate at the top of their licence parameters
• Refine facility schedules, procedures and infrastructure to accommodate an ideal mix of in person and remote work.
• Establishment of predictive analytics capabilities for modelling/forecasting of workforce needs
Overview
Scope and
2-week plan
a) Rapid Assessment report with identified workforce improvements
b) Prioritized recommendations and high level process modifications
c) Outline of proposed analytics for ongoing monitoring
d) Final report detailing improvements implemented to date and transition/handover plan
Deliverables
• 2-4 People, 2 weeks
• Remote support where possible
Team and
logistics
Rapid Assessment
Recommendations and
Process Mapping
Implementation and
Change Management
Rapid Assessment Scope
Review policies, current
state, available data:
Non-critical services
Delineation of duties
Remote working /
virtual care
Workforce vs catchment
health status data
Form recommendations and
proposed process modifications
Service planning
Virtual care
infrastructure
Care models / roles
Workforce
sustainability
Prop up new processes and
support change
Predictive analytics
Staff communication
and education
Workforce
management processes
Monitoring and
continuous improvement
Week 1 Week 2
Rapid Assessment ⧫
Recommendations and process
mapping
⧫
Implementation and change
management
⧫ ⧫
Handover
Check in with Executive Sponsor * * * * * *
2 Week Plan
Page 1919

20. Presentation title
Section divider over two lines or
three lines
Annex D2
Implementation of a
telehealth solution for triage
and monitoring of clinical
cases in Chile
(with EY support)

21. The Chilean challenge: Contain the spread and ensure care of those affected
21
Governments around the world are experiencing significant challenges with overwhelmed health
systems, anxious citizens, and a lack of visibility into the rate of contagion. This was the situation in
Chile.
Lack of communication
channels to keep the
population informed
Health system
overwhelmed by ED and
primary care presentations
Health care costs
spiralling out of control
Well patients at risk of
contracting the virus in
hospital
No visibility of where or
how the virus is
spreading among the
population
Risk of physician
burnout, and others
underutilized
High level of anxiety
amongst the population
Misinformation being
disseminated and
creating confusion
Disruption of the hospital
supply chain resulting in
critical supply shortages
RingMD COVID-19 Solution
Proposed
Implemented

22. The solution: Digital triage, telemedicine and disease surveillance solution by
RingMD
22
RingMD is a digital platform for integration, monitoring and analysis of key information. The COVID-19
solution is designed to reduce hospital admissions though sophisticated risk stratification.
• Rapid installation in 72 hours, enabling meaningful impact
• Enables citizens to log their symptoms and see how urgently they need
help
• Captures care notes and geospatial data, allowing for reporting and
advanced analytics to monitor spread
• Supports care in the home, diverts high risk carriers from the front door
• It monitors and tracks symptomatic COVID-19 patients
• Intelligent chatbots which triage symptoms and connect to medical
professionals. Video visits with providers can be linked to the
questionnaire outcomes
• Provides a solution beyond the outbreak that is sustainable and scalable

23. RingMD provides a simple user friendly interface for both clinicians, patients
and the system
23
For patients
Account set up and
legal disclaimer
• Web based or Android/
Apple apps
• Confirmation for you/
a family member
For clinicians
Physician workflow list
• Web based or Android/
Apple apps
Initiating a consult
• Phone or video options
For the system
Real time
feedback on
outcomes
Symptom based questionnaire
• Tailored to local guidelines
• Includes questions on anxiety levels
Clinical summary
• Provides local service options and
triage
• Can provide immediate telemedicine
consult
Patient education on COVID-19
Requesting a consult
• Provides local service options and
triage
• Can provide immediate telemedicine
consult
Clinical summary
• Outcomes recorded and (can be) linked
to electronic records
• Decision recorded
• IP and long-
titude / latitude to co-ordinate capture of
symptoms
Visualisations and maps
• Hotspot identification
• Severity and acuity of symptoms captured
graphically
Continuous improvement features
• Updates to protocols
• New advice can be pushed to users
Can be tailored to the local context

24. The outcome: Safer populations and better coordination
• Geospatial analytics illustrate the
symptom severity and location of patients
in real time
• Automatic classification of care
• Ability to analyze and visualize key data
and indicators
• Performance analysis, based on care
protocols, of health professionals who will
work on the platform
• With solution roll out in Hong Kong, 28%
reduction in ED visits in the initial stage of
the virus outbreak
• Segmentation of patients at risk
• Keeping well and low acuity patients in a
safer environment at home
• Demand forecasting and forecasting model
generation
• Redirection of resources to where they are
needed
Ability to manage information in
real time for decision making
Reducing pressure on the health
system and effective use of
resources
• Clear and validated information
available to patients in their pocket
• Crossings with public information
and other sources that are relevant
to the analysis of the pandemic
within the scope of use of the
platform
Informed population that can be
easily communicated to
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