Abstract
ABSTRACT.The coronavirus disease 2019 (COVID-19) pandemic has demanded rapid institutional responses to meet the needs of patients and employees in the face of a serious new disease. To support the well-being of frontline staff, a series of debriefing sessions was used to drive a rapid-cycle quality-improvement process. The goals were to confidentially determine personal coping strategies used by staff, provide an opportunity for staff cross-learning, identify what staff needed most, and provide a real-time feedback loop for decision-makers to create rapid changes to support staff safety and coping. Data were collected via sticky notes on flip charts to protect confidentiality. Management reviewed the data daily. Institutional responses to problems identified during debrief sessions were tracked, visualized, addressed, and shared with staff. More than 10% of staff participated over a 2-week period. Feedback influenced institutional decisions to improve staff schedules, transportation, and COVID-19 training.
Highlights
The coronavirus disease 2019 (COVID-19) pandemic has demanded rapid institutional responses to meet the needs of patients and employees in the face of a serious new disease
The coronavirus disease 2019 (COVID-19) pandemic has demanded rapid institutional transitions to meet the needs of patients and employees facing a radical new disease.[1]
The decision was made to use a series of debrief sessions to form of a rapid-cycle qualityimprovement process following a Plan-Do-Study-Act approach with ethics committee oversight involving the following objectives: determine personal coping strategies used by staff and provide an opportunity for staff cross-learning; ask staff about what they need most; and provide a real-time feedback loop for decision-makers to support staff while coping with and managing stress during the COVID-19 outbreak
Summary
The coronavirus disease 2019 (COVID-19) pandemic has demanded rapid institutional transitions to meet the needs of patients and employees facing a radical new disease.[1] This has been an organizational challenge, especially in lowand middle-income countries, where the scarcity of essential supplies and already overstretched staff are an everyday reality. Hospitals delivering frontline care have had to find ways to face the organizational challenge of addressing employee well-being while delivering quality care to patients. The COVID-19 pandemic has provided a “perfect storm” in Kenya, with its medical uncertainty while facing a novel infectious threat compounded by organizational disruption and financial distress.[2] In Kenya, the health sector involves approximately 50% of health care services offered by government facilities and approximately 50% of services offered by private and/or faith-based facilities that have fee-for-service models
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