Healthcare provider experiences during COVID-19 redeployment

Schulz-Quach, Christian; Lyver, Brendan; Li, Madeline

doi:10.1097/spc.0000000000000609

Cited by 4 publications

(3 citation statements)

References 37 publications

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“…Step 3: Listen to Frontline Staff While it is always essential to ensure voices of frontline staff are heard, this becomes particularly crucial when addressing WPV in healthcare. WPV is a demoralizing issue contributing to undesirable patient outcomes, HCP burnout and high turnover rates, thus, making HCPs feel heard on this subject by their own organization can have a positive impact on staff engagement with the WPV QI process [31].…”

Section: Interpretation Systematic Framework To Address Wpv In Health...mentioning

confidence: 99%

Understanding, Measuring, and Ameliorating Workplace Violence in Healthcare: A Canadian Systematic Framework to Address a Global Healthcare Phenomenon

Schulz-Quach,

Lyver,

Reynolds

et al. 2024

Preprint

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Background: Globally, healthcare institutions have seen a marked rise in workplace violence (WPV), especially since the Covid-19 pandemic began, affecting primarily acute care and emergency departments (EDs). At the University Health Network (UHN) in Toronto, Canada, WPV incidents in EDs jumped 169% from 0.43 to 1.15 events per 1000 visits (p<.0001). In response, UHN initiated a comprehensive quality improvement (QI) project to address WPV. This study presents the project's design, implementation, results, and key takeaways, aiming to showcase effective and trauma-informed strategies for mitigating WPV in healthcare settings. Methods: Our multi-intervention QI initiative was guided by the Systems Engineering Initiative for Patient Safety (SEIPS) 3.0 framework. We also leveraged the SEIPS 101 tools to aid in crafting each QI intervention. This approach amalgamated various methodologies to approach WPV, incorporating literature reviews, a modified Delphi method, qualitative interviews, surveys, quantitative data gathering and pragmatic interventions. Results: Our complex intervention contained a total of 12 subprojects. We reviewed existing literature (n=84) pertaining to WPV in healthcare. N = 229 quality indicators utilized to measure WPV in healthcare were extracted from the literature and underwent a Delphi process which yielded 17 quality indicators for a new organizational WPV dashboard. WPV theories were critically reviewed in the context of intervention development. Educational initiatives (n=2) were implemented including ad-hoc point of care training, as well as rollout of a comprehensive trauma-informed training program for WPV prevention, verbal de-escalation and management of escalated responsive behaviour. Further changes involved establishing a Code White Governance Committee, enhancing WPV reporting and addressing underreporting. Debriefing was structured into hot and cold debriefing models. Additionally, environmental indicators promoting mutual respect were introduced, alongside security enhancements including wearable video devices for all security guards and a 100% increase in ED security guards. Outreach initiatives were implemented including qualitative interviews with ED staff (n=75) and the development of a patient partner and community outreach group. Conclusions: WPV in healthcare is a complex phenomenon that urgently requires effective solutions. We developed a 13-step framework that offers guidance for healthcare institutions seeking to develop a systemic approach in addressing WPV tailored to their organization’s needs.

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Section: Interpretation Systematic Framework To Address Wpv In Health...mentioning

confidence: 99%

Understanding, Measuring, and Ameliorating Workplace Violence in Healthcare: A Canadian Systematic Framework to Address a Global Healthcare Phenomenon

Schulz-Quach,

Lyver,

Reynolds

et al. 2024

Preprint

Self Cite

View full text Add to dashboard Cite

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“…As organizational change can induce uncertainty, anxiety and stress for staff leading to burnout [13] and as healthcare providers were already experiencing burnout before the pandemic [14,15], our goal was to minimize the stress created by implementing change. 1-2 different technologies were released every 4-6 weeks after smaller pilot testing with a smaller sample group [12].…”

Section: Planning and Implementing Digital Transitionmentioning

confidence: 99%

Quality Improvement Project to Transition Psychosocial Oncology Clinical Care to a Telehealth Workflow during the COVID-19 Pandemic: a Quasi-Experimental Study

Sethi,

Lyver,

Gorla

et al. 2023

Preprint

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Introduction. The COVID-19 pandemic created an urgent need for an innovative method of care delivery for psychosocial oncology. The psychosocial oncology services at the University Health Network in Toronto, Canada transitioned expeditiously to digital technologies that were readily available and accessible for patients and clinicians, facilitating care provision while reducing the transmission of COVID-19. This study aims to provide a validated framework for transitioning to digital delivery methods of care. Methods. A quality improvement team was established and tasked with successfully transitioning services from primarily in-person to digital delivery methods of care quickly and seamlessly. This included analyzing the psychosocial oncology workflow, planning and implementing a digital transition, and collecting data and feedback on the impact of this digital workflow through the use of surveys. Results. The average response rate of the surveys was 69.1%. Feedback and data collection demonstrated that more than 90% of psychosocial oncology processes were completed with digital tools following the transition with limited impact on clinical delivery. The clinicians reported feeling confident and satisfied providing care using digital workflow tools. Conclusion. The psychosocial oncology quality improvement team at the University Health Network provides a validated framework for transitioning to new methods of delivering care. As technology continues to develop, guidance on transitioning clinics and departments to new digital tools will be crucial for healthcare institutions. The framework provided in this study can be utilized to ensure the successful implementation of new technologies.

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“…2,6,24 These changes in RD work may have been voluntary or involuntary. 20,27 Job options were reduced for some by challenges associated with relocation, such as quarantine requirements or travel restrictions. 6,24 The objectives of this study were to better understand: i) the impact of COVID-19 (and related redeployments) on the work-lives of RDs employed in the Canadian public sector, ii) what types of COVID-19 related supports and training were made available to these RDs, and iii) the impact of RD redeployment on clients/patients/communities' access to RD services.…”

Section: Introductionmentioning

confidence: 99%

The work-lives of Canadian Registered Dietitians during the COVID-19 pandemic: a descriptive analysis of survey data

Hewko,

Freeburn

2023

Preprint

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Background Healthcare workers experienced significant disruptions to both their personal and professional lives throughout the COVID-19 pandemic. How health providers were impacted varied, depending on area of specialization, work setting, and other factors. Dietetics is a female-dominated profession and the differential impact on women of the COVID-19 pandemic has been widely reported. While researchers have explored RDs’ experiences during the pandemic, none have looked explicitly at their experiences of redeployment. The objectives of this study were to better understand: i) the impact of COVID-19 (and related redeployments) on the work-lives of Registered Dietitians (RDs), ii) what types of COVID-19 related supports and training were made available to these RDs, and iii) the impact of RD redeployment on access to RD services. Methods An online survey was administered in June 2022. Any RD that that was publicly-employed in Canada during the pandemic was eligible to participate. The survey included questions related to respondent demographics, professional details, redeployment and training. We conducted descriptive analyses on the quantitative data. Results The survey was completed by 205 eligible RDs. There were notable differences between public health and clinical RDs’ redeployment experiences. Only 14% of clinical RDs had been redeployed, compared to 88% of public health RDs. Public health RDs were redeployed for longer and were more likely to be redeployed to roles that did not required RD-specific knowledge or skills. The most commonly reported mandatory training was for proper use of PPE. The most commonly reported reasons for a lengthy absence from work were anxiety about contracting COVID-19, school closures and limited child care availability. Conclusions Public health RDs are at the forefront of campaigns to reduce the burden of chronic disease, improve health equity and enhance the sustainability of food systems. Close to 90% of these RDs were redeployed, with many seeing their typical work undone for many months. More research is needed to quantify the consequences of going without a public health nutrition workforce for an extended period of time and to understand the differential impact gender may have had on work experiences during the pandemic.

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Healthcare provider experiences during COVID-19 redeployment

Cited by 4 publications

References 37 publications

Understanding, Measuring, and Ameliorating Workplace Violence in Healthcare: A Canadian Systematic Framework to Address a Global Healthcare Phenomenon

Understanding, Measuring, and Ameliorating Workplace Violence in Healthcare: A Canadian Systematic Framework to Address a Global Healthcare Phenomenon

Quality Improvement Project to Transition Psychosocial Oncology Clinical Care to a Telehealth Workflow during the COVID-19 Pandemic: a Quasi-Experimental Study

The work-lives of Canadian Registered Dietitians during the COVID-19 pandemic: a descriptive analysis of survey data

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