Attending to the Emotional Well-Being of the Health Care Workforce in a New York City Health System During the COVID-19 Pandemic

Abstract

The COVID-19 pandemic has placed an enormous strain on health care workers, and its potential impact has implications for the physical and emotional well-being of the workforce. As hospital systems run well over capacity, facing possible shortages of critical care medical resources and personal protective equipment as well as clinician deaths, the psychological stressors necessitate a strong well-being support model for staff. At the Mount Sinai Health System (MSHS) in New York City, health care workers have been heroically providing frontline care to COVID-19 patients while facing their own appropriate fears for their personal safety in the setting of contagion. This moral obligation cannot be burdened by unacceptable risks; the health system’s full support is required to address the needs of its workforce. In this Invited Commentary, the authors describe how an MSHS Employee, Faculty, and Trainee Crisis Support Task Force—created in early March 2020 and composed of behavioral health, human resources, and well-being leaders from across the health system—used a rapid needs assessment model to capture the concerns of the workforce related to the COVID-19 pandemic. The task force identified 3 priority areas central to promoting and maintaining the well-being of the entire MSHS workforce during the pandemic: meeting basic daily needs; enhancing communications for delivery of current, reliable, and reassuring messages; and developing robust psychosocial and mental health support options. Using a work group strategy, the task force operationalized the rollout of support initiatives for each priority area. Attending to the emotional well-being of health care workers has emerged as a central element in the MSHS COVID-19 response, which continues to be committed to the physical and emotional needs of a workforce that courageously faces this crisis.

Exposure to COVID-19 patients increases physician trainee stress and burnout

“…nutrition), availability of PPE, support for childcare, and institutional psychosocial and mental health support. These efforts should be coupled with focused and direct communication efforts to normalize discussion of distress, and resources to address wellness [27,28]. The integration of wellness programs and initiatives into traditional "COVID-19 Command Centers," the availability of anonymous psychological support resources, and most importantly, preventing the closure of existing wellness programs are considered critical for protecting the wellness of the healthcare workforce [13].…”

Self-care strategies in response to nurses’ moral injury during COVID-19 pandemic

“…The argument is the scenarios in war and the scenarios in medical practice are significantly different. 19 However, the gravity and the complexity of COVID-19 have erased many of the distinct differences between military and medical workers’ experiences. Questions that must be addressed, even in chaotic hospital settings, frequently depicted through battlefield and war analogies.…”

COVID-19 Pandemic and the Mental Health of Health Care Workers: Awareness to Action

“…7,9,10 Occurrence of mental health problems in medical staff, including doctors and nurses posted in COVID duty, has been reported uniformly across developed as well as resource constrained countries. [11][12][13][14][15] Mental health disturbances varying from subthreshold (36.9%), mild (34.4%), and moderate (22.4%) to severe (6.2%) level as assessed on the Patient Health Questionnaire have been reported in the HCWs in Wuhan. 16 Another study from China reported that about half of the HCWs had symptoms of depression, 30% experienced insomnia, 45% had anxiety, and more than 70% reported distress due to COVID-19.…”