The powder keg: Lessons learned about clinical staff preparedness during the early phase of the COVID-19 pandemic

Abstract

Highlights Three themes emerged from the data: Risk assessment and planning, innovative evolution of roles and responsibilities, and pandemic response and capacity. In a rapidly changing landscape of practice protocols and discipline-specific responsibilities, it is key to secure capacity-building resources early on. Hierarchies seemed to compress during the pandemic, with a leveling of the traditional roles played by different professions. Clear, concise and consistent information must be accessible to all staff.

Outcomes of rapid digital transformation of large-scale communications during the COVID-19 pandemic

“…Not surprisingly, staff concerns at this HHS mirrored some of those of other recently published studies from around the world during the pandemic. [20][21][22][23][24] The dominant theme of the VIDCAST sessions was the dissemination of accurate information throughout the COVID-19 pandemic to questions that were front of mind for staff, including changes to PPE and infection control practices. A desire of staff to be kept up to date with accurate information throughout the pandemic was also a pervasive theme in a survey of hospital staff in Melbourne, Australia.…”

“…Interviews with 55 hospital staff at a facility in the US found the prominent theme of wanting information around risk assessment and planning. 20 The second theme from the VIDCAST transcripts was providing reassurance and support. Studies of hospital staff during the pandemic across Wuhan, 24 Spain, 22 the US 20 and Australia 21 all found a key concern of their staff was the health and safety of themselves and their families.…”

“…20 The second theme from the VIDCAST transcripts was providing reassurance and support. Studies of hospital staff during the pandemic across Wuhan, 24 Spain, 22 the US 20 and Australia 21 all found a key concern of their staff was the health and safety of themselves and their families. Different organisational responses were reported; for example, the hospital in Wuhan established regular connection with family through social media channels and introduced wellbeing services, including a psychologist.…”

“…The final theme from the VIDCASTS was innovation and communication. Studies from hospitals in the US 20 and Spain 22 reported an increase in collaboration and communication between teams as they prepared for the surge. There was greater connectedness, a diminution of clinical hierarchies and recognition of the importance of interteam support and learning to cope with a more interdisciplinary way of working.…”

“…There was a key distinction between the methodology of the present study and the four previously mentioned studies. [20][21][22]24 This study was not at a single point in time, data were gathered over a 1-month period during pandemic preparations and the survey data immediately after that time. In addition, the VID-CASTS provided staff in the HHS with the opportunity to raise their concerns directly with the leadership.…”