Leadership Staff Research Articles

Wellbeing Promotion in Tasmanian Schools: Have We Forgotten Support Teachers?

AbstractSupport teachers are responsible for educating students with disabilities who have complex needs and require additional resources. Because of the highly stressful nature of the role, support teachers are at greater risk of professional burnout, higher attrition rates, and impacts on wellbeing. There is a distinct lack of Australian or state/territory empirical evidence on strategies to promote support teacher wellbeing. In this exploratory qualitative study, we applied thematic analysis to interviews of Tasmanian support teachers to find that their wellbeing relies on principals’ and leadership staff’s support and implementation of wellbeing and inclusive education practices. Support teachers are experiencing stress, anxiety, emotional exhaustion, and depression caused by workload, accountability for funding, and poor leadership. School leaders who value wellbeing and inclusive practices foster a positive culture, demonstrating ecological theory. This study marks an initial step towards understanding how to nurture the support teachers of Tasmania.

Inclusion in Quebec childcare centers: financial support, adaptation, and training

BackgroundInclusion in childcare centers involves a support system that includes funding policies, inclusive practices and access to ongoing training. The province of Quebec (Canada) benefits from a network of subsidized childcare services for children from birth to 5 years old. Although two financial measures support educational childcare centers welcoming children with disabilities, there is a lack of knowledge about how these measures are used.Research questionsThe research questions are: (1) How do childcare centers use financial measures to support inclusion? (2) What adaptations are made in childcare centers? and (3) What is the ongoing training of educators to support inclusion?MethodThis research presents the results of an online survey completed by 94 childcare management staff and 154 childcare educators. The survey was developed using a two-way process involving the researchers along with representatives from government ministries and agencies and childcare management staff.ResultsResults reveal that just over half of management staff request financial measures for all children with special needs and does so mainly to hire additional and specialized human resources and replace staff in meetings with specialized services. The financial measures are perceived to meet material adaptation needs better than those for human resources. Adaptations made by educators relate to instructions, individual interventions, equipment, group activities, physical environment, and schedule and routines. Over half the educators report that adaptations involving group activities and schedules and routines are the most difficult to implement. Less than half the managers and educators had received ongoing training on inclusive practices. Issues addressed during such training include commonly recognized interventions based on diagnoses, collaboration with parents, collaboration with partner agencies or institutions, instructions, individual interventions, group activities, equipment, physical environment, and schedules and routines.DiscussionResults are discussed in terms of (1) needs met and funding model, and (2) dimensions of quality inclusive practices such as leadership of childcare management staff, training and professional development, collaboration with health and specialized social services, learning environments and partnership with families.

Pattern of Cigarette Smoking in Psychiatric Patients Admitted at AFIMH

Objective: To determine the frequency of cigarette smoking in patients admitted at AFIMH. Study Design: Cross sectional study. Place and Duration of Study: Armed Forces Institute of Mental Health, Rawalpindi Pakistan from Dec 2014 to Jun 2015. Methodology: All patients meeting the inclusion criteria admitted to Armed Forces Institute of Mental Health (AFIMH) Rawalpindi for two or more days during the study period for any psychiatric disorder were enrolled in the study. The demographic and study variables such as the age, gender, cigarette smoking pattern and psychiatric diagnosis were recorded on the study Proforma. Results: Out of a total of 108 cases of psychiatric illness, 91(26%) were male while 17(15.74%) were females. The mean age was found to be 32.68±11.34 years. Smoking status of the patients was calculated as current smokers 46(42.59%) former smokers29(26.85%) and nonsmokers 33(30.56 %) Conclusion: We concluded that the frequency of cigarette smoking is high in psychiatric inpatients. Therefore, it is recommended that smokers with psychiatric disorders should be identified and provided with evidence based smoking cessation services. However, it is also required that every psychiatric setup should devise and implement smoke free policieswith appropriate leadership and support strategies for psychiatric patients and staff.

Contextual and individual barriers to providing practice leadership by frontline managers in community services for adults with intellectual disabilities: A qualitative study

AbstractBackgroundAs practice leaders, frontline managers observe staff working, provide feedback and use organisational structures to improve staff skills and focus on service‐user quality of life. This qualitative study explored the experiences and barriers for frontline managers providing practice leadership to staff in community services for adults with learning disabilities.MethodsAudio‐recorded data was collected during semi‐structured interviews with 14 frontline managers, transcribed and analysed using thematic analysis.FindingsThree themes emerged reflecting participants' experiences of barriers to their work as practice leaders, focusing on stable staff teams, ‘admin’ and paperwork, and developing staff, each with sub‐themes.ConclusionsResults reflect existing research and suggest new challenges relating to progress in personalisation. Frontline managers experience barriers to providing practice leadership due to contextual and individual factors described in the themes. Successful implementation of policy initiatives, for example, Transforming Care requires further research on the impact, development and provision of practice leadership for support staff. should recognise these factors influencing frontline managers and ensure suitable policies and training to support practice leadership.

Group training and team coaching as practices of staff leadership development: A comparative analysis

The modern world is in constant technological change, which requires the society to have the relevant knowledge, skills, and abilities to effectively perform their professional duties, improve leadership skills, and unlock hidden potential. Today, training sessions and coaching sessions are popular methods of influencing the results and development of an individual or staff. The purpose of this study was to investigate the effectiveness of group training and team coaching, and to analyse their systemic differences. To fulfil this purpose, the following methods were used: analysis and synthesis, hermeneutic method, comparative method, survey, interview method, and generalisation method. The results of the this study covered the essence and elements of group training and team coaching, identified the advantages of the group form of work, analysed the characteristics of the professional competence of trainers, investigated the role of the trainer and coach as a central figure in building trust and interaction in the team, analysed the types, techniques, methods of conducting group trainings and team coaching sessions, the methodology of their creation, determined the role of the use of “tactical empathy”, models, psychological technologies, and techniques used in training sessions to improve leadership qualities, covered the value-based approach to leadership, assessed the criteria for effectiveness and feasibility based on a survey on the need for coaching and training sessions. A clear separation of the concepts of coaching and training is essential for the practical application of these techniques to effectively develop leadership skills among the participants of these events. The findings of this study will be useful for both personal development specialists and their clients

Improving Program Outcomes Through Responsive Feedback: A Case Study of a Leadership Development Academy in Nigeria.

In 2018, the National Primary Health Care Development Agency (NPHCDA), under the Nigeria Federal Ministry of Health, recognized that inadequate personnel competencies limited its ability to provide technical assistance to state primary health care development boards (SPHCBs). In response, NPHCDA instituted a cohort-based leadership development academy (LDA) to develop its staff's leadership and management skills. A baseline assessment identified critical gaps in leadership and management competencies. Agency leaders and midlevel staff aligned on the gaps and approaches to bridge them. Participants in the LDA were selected across headquarters and zones to ensure equitable spread. The NPHCDA adopted a mix of capacity-building approaches that prioritized 6 core leadership and management skills with the application of the 70-20-10 learning philosophy to ensure participants learn and apply skills. Responsive feedback (RF) mechanisms were key in program design and implementation. NPHCDA collaborated with development partners through an iterative cocreation process to design and revise for implementation. The program embraced information and communication technology to collate qualitative and quantitative data across activities in real-time and used insights to drive continuous improvement. Incorporating feedback from the first cohort led to an increase in the proportion of trainees acquiring intermediate to advanced competencies in target skill areas from 41% to 57% in the second cohort. The trainees have taken on more challenging roles at NPHCDA, delivering technical assistance to SPHCBs and bolstering the agency's ability to independently execute activities such as the COVID-19 vaccine introduction. The agency continues to adopt RF mechanisms in the coordination and delivery of advanced technical training for staff and institution of a capacity-building and acculturation program for new hires. RF has demonstrated that identifying and engaging key stakeholders to participate in continuous learning and adaptation is critical to achieving program effectiveness and sustainability.

Penentuan Tenaga Kependidikan Berprestasi Dengan Menggunakan Metode Profile Matching


 
 
 The quality of an educational staff can be seen from the realization of the employee's work targets (SKP) which is supported by the results of the assessment that have been determined by colleagues and the leadership of the education staff itself. The determining factors are work overload which is calculated from (SKP realization value – SKP target value) + attitude behavior value. In this case, after the behavioral assessment at Udayana University is only accumulated in a simple mathematical manner, where colleagues and leaders fill out a satisfaction questionnaire and each question has an assessment, it will be accumulated and taken on average to be accumulated with excess workload. This of course can lead to inappropriate results because the things given are very subjective which results in perfect scores, but not objective, so that it is difficult for HR to determine employees who have the right attitude. Profile Matching is the process of comparing the actual data value of a profile to be assessed with the expected profile value, so that differences in competence (also called GAP) can be known. The smaller the resulting GAP, the greater the weight value. Implementation of Profile Matching on data of outstanding education personnel at Udayana University is carried out by making several aspects such as administration, leadership, and personality as core factors and secondary factors. The results of the implementation at Gambar 8 show that the use of the profile matching method for this case has been successfully implemented, in the implementation of this method it does not assume that the highest value is the best value, but demands that the ideal value used is the maximum value so that expectations do not exceed the ideal value, and changes in the weight of the criteria affect the resulting alternative decisions, so it should be noted that the filling percentage of core factor, secondary factor, and the presentage of aspect needs to be adjusted to the data conditions, to get objective results.
 
 

Evidence-Based Practice: Implementing REIS Findings in South African Aged Care Facilities.

Older adults living in Residential Aged Care Facilities (RACFs) in South Africa are often exposed to environments that fail to provide adequate occupational opportunities. Practitioners in developing economies are challenged to provide therapeutic services in environments that emphasize occupational deprivation. This study investigated barriers and enablers to implementing recommendations derived from the findings generated by the Residential Environment Impact Scale (REIS). A two-phased embedded mixed methodology was employed. Phase 1 was the administration of the REIS. In Phase 2, leadership staff considered factors to implementing findings of the REIS, using the nominal discussion group technique. Data were thematically analyzed. Findings indicated an organizational culture characterized by top-down management and a medically dominated care approach, constrained by financial and operational concerns. Using the REIS to holistically assess, RACFs are an applicable tool that could promote collaborative approaches to enhance organizational culture change, cultivating more occupational opportunities.

Impact of Cofacilitated, Collaborative, Recovery-Oriented Practice Training on Clinical Mental Health Workforce Competencies.

The authors aimed to evaluate the impact of a staff development training program informed by the collaborative recovery model (CRM) on staff outcomes in the largest implementation of CRM undertaken by a public clinical mental health service. Implementation spanned community, rehabilitation, inpatient, and crisis programs for children and youths, adults, and older persons in metropolitan Melbourne, 2017-2018. The CRM staff development program was cofacilitated and coproduced by trainers with clinical and lived experience of recovery (including caregivers) and delivered to the mental health workforce (N=729, including medical, nursing, allied health, lived experience, and leadership staff). The 3-day training program was supplemented by booster training and coaching in team-based reflective practice. Pre- and posttraining measures assessed changes in self-reported CRM-related knowledge, attitudes, skills, and confidence and in the perceived importance of CRM implementation. Staff definitions of recovery were analyzed to understand changes in language related to collaborative recovery. The staff development program significantly (p<0.001) improved self-rated knowledge, attitudes, and skills in applying CRM. At booster training, improvements in attitudes and self-confidence in implementing CRM were maintained. Ratings of the importance of CRM and confidence in the organization's implementation did not change. Definitions of recovery illustrated development of shared language throughout the large mental health program. The cofacilitated CRM staff development program achieved significant changes in staff knowledge, attitudes, skills, and confidence and changes in language related to recovery. These results suggest that implementing collaborative, recovery-oriented practice in a large public mental health program is feasible and can result in broad and sustainable change.

503 Barriers and facilitators to the development of pharmacy workforce digital skills– a qualitative study

Abstract Introduction The NHS Long Term Plan envisions a health and social care system that is patient-centred, equitable and safe, with staff who feel supported and enabled to do their work. Digitalisation is seen as essential to successful delivery of this, and its use to support medicines related activity continues to grow. Pharmacy staff need the necessary knowledge and skills to feel confident, competent and capable to use digital systems for patient benefit (1). However, development of Pharmacy workforce digital skills, and innovation with technology, continues to be a challenge (2). Aim This project aimed to, • define the barriers and facilitators faced by pharmacy staff, across an Integrated Care Provider, when developing digital skills. • create recommendations to enable pharmacy staff to develop the digital skills required to work with, and fully realise the potential of, digital systems in healthcare. Methods Senior pharmacy leadership staff from primary care, community pharmacy, mental health and secondary care, and front-line pharmacy staff from mental health and secondary care, participated in online focus groups and semi-structured interviews. Front-line pharmacy staff from Community Pharmacy and Primary Care did not participate in the focus groups and interviews. Their input was gathered through completion of a questionnaire. Thematic analysis was used to analyse the data. Results Pharmacists, Pharmacy Technicians and Pharmacy Assistants/Support Workers were recruited to the study. Seven themes were identified from the combined data set. These were, 1) Digital Knowledge and Skill Development, 2) Supporting staff with change, 3) Enabling Innovation, 4) Risks of poor digital skill development, 5) Technology as a barrier, 6) Leadership, and 7) Across the health care system. The themes informed a set of recommendations. One of the stronger themes identified by nearly all participants related to ‘supporting staff with change’. Participants described the scale and pace, resistance to and fear of change, and having to learn new skills and processes as a consequence of digital system implementation. Some participants observed variation in practice and changes in professional identity as they adapted and adopted digital systems. Some participants described themselves, and members of staff they managed, as having a fixed ‘can’t do’ mindset when faced with technology. Some participants recognised the potential with digital yet felt constrained by their roles and the restrictions set by digital system configuration. Discussion/Conclusion The changes that occur in response to digital systems affect staff in multiple ways. Some effort is made in response to this through creation of a standard process for system use in clinical practice, but this is often months after digital system implementation. It is suggested that implementation is no longer considered and managed as a single moment in time, but is an iterative change process that incorporates alternative change models and tools to those currently used. This may improve staff adaptability, system use, digital skill development, innovation and realisation of health technology benefits. A weakness of the study is limited participantion from front-line Community and Primary Care pharmacy staff.

Planning for the next 100 years of C&amp;EN

This is a guest editorial by Al Horvath , CEO of the American Chemical Society I am honored to have moved into the role of CEO of the American Chemical Society on Jan. 1, 2023. ACS has flourished for 147 years, and my job, working along with our volunteer governance and staff leaders, is to make certain that the society is positioned for success well into the future. We benefit from the great work of our predecessors and are driven to hand off an even stronger society to our successors. Also in 2023, ACS celebrates the 100th anniversary of our flagship publication, Chemical & Engineering News . Frequently cited as one of our leading member benefits and winner of numerous awards, C&EN is eagerly consumed in many formats by members and nonmember readers alike. And while I look forward to the celebrations and fanfare for the centennial, I have set

Sustaining school improvement initiatives: advice from educational leaders

ABSTRACT There are reports about school improvement initiatives that have been successfully implemented and evaluated within relatively brief time scales. However, many initiatives do not survive over longer terms. Our purpose in this study was to identify successful strategies for achieving long-term school improvement. We interviewed 12 leaders at four educational sites. We adopted complex adaptive systems perspectives to analyse the interview transcripts, provide rich descriptions of contexts, illustrate examples of practices, and synthesise participants’ accounts to highlight key areas for attention and action. Participants described purposeful programme selection with clear goals, strategic staff leadership and continuous professional education, accountable professional networks, data sharing and feedback, time and resource management, distributed multilevel leadership, and a supportive school culture. We recommend adopting a complex adaptive systems perspective to communicate and facilitate processes of change, including planning, enacting, and evaluating school improvement as a continuous long-term process rather than as an end product of any singular initiative.

The Effect of Strategic and Directive Leaderships on School Leader’s Performance

School leaders have a number of roles that should be played together, including educators, managers, administrators, supervisors, motivators, entrepreneurs, and leaders. The role of school leaders as leaders and as instructional leaders specifically.This study aims to analyses the correlation between strategic and directive leadership on school leaders performance. The analysis used is a qualitative approach with a correlation design. This research was conducted using a survey method. The population in this study was the leader staffs (head and deputy head) of schools from kindergarten to high school/vocational school. The samples were taken from all existing leaders. The method used was regression and correlation as well as a significance test with the F test and the coefficient of determination (R2). The population in this study were the leadership staff (heads and deputy heads) of schools starting from kindergarten to high school/vocational school. The sample/population was taken from all the existing leaders, as many as 18 people. This study also used interview and questionnaire techniques, namely holding questions and answers with representative sources to answer problems in the field (school). The analysis used is a qualitative approach with a correlation design. The results of the study showed that Strategic and directive leaderships have a significant effect on the school leader’s performance. Strategic leadership has a stronger influence on leadership performance, while directive leadership has a weaker influence.

Evolution of the Chief Medical Officer Role in Teaching Hospitals and Health Systems.

Clinical physician leaders have become an increasingly important asset to hospitals and hospital systems in a changing healthcare environment. Specifically, the role of the chief medical officer (CMO) has expanded and evolved amid the shift to value-based payment models and sharpened focus on patient safety, quality, community engagement, and equity in healthcare, as well as a global pandemic. In light of these changes, this study examined the transformation of CMOs and similar roles and evaluated the current needs, challenges, and responsibilities of clinical leaders today. The primary data source used in this analysis was a survey fielded to 391 clinical leaders in 290 Association of American Medical Colleges-member hospitals and health systems in 2020. In addition, this study compared responses to the 2020 survey with findings from two prior iterations of the survey from 2005 and 2016. The surveys collected information regarding demographics, compensation, administrative titles, qualifications for the position, and the scope of the role, among other questions. All surveys consisted of multiple-choice, free response, and rating questions. The analysis was conducted using frequency counts and percentage distributions. Thirty percent of eligible clinical leaders responded to the 2020 survey. Twenty-six percent of the clinical leader respondents identified as female. Ninety-one percent of the CMOs were members of the senior management team in their hospital or health system. CMOs reported that they were responsible for five hospitals, on average, with 67% indicating they were responsible for more than 500 physicians. This analysis provides hospital and health systems with insight into the expanding scope and complexity of CMOs as they take on greater leadership responsibilities within their institutions amidst a shifting healthcare landscape. In reflecting on our results, hospital leaders can understand the current needs, barriers, and responsibilities of today's clinical leaders.

ASSESSING THE NEED FOR MANPOWER DEVELOPMENT IN LOCAL GOVERNMENT IN NIGERIA

Ekwusigo local government council is a bureaucratic organization that ought to implement essential public policies while maintaining professionalism and other attributes of bureaucracy. However, poor staff training and development culture affected this function. The specific objective of this research was to identify the necessary strategies for effective manpower training in Ekwusigo local government council of Anambra State, Nigeria. The research adopted survey research design. The research submitted that the purpose of manpower training in Ekwusigo local government area should center on improving quality of workforce, improving employee growth, preventing obsolescence, assisting new comer, bridging the gap between planning and implementation, enhancement of health and safety measures, and increasing workers morale cum enthusiasm. Regarding the specific objective, result shows that the appropriate strategies towards manpower development in Ekwusigo Local Government Council are significant. In conclusion, the findings predicate that the optimal performance of Ekwusigo local government is dependent upon the adoption of these identified strategies for training and re-training of the council’s employees. It recommended that manpower development should be encouraged by the council leadership for the members of staff of Ekwusigo local government council.

Empowering leadership and job satisfaction of academic staff in Palestinian universities: Implications of leader-member exchange and trust in leader.

In the aftermath of global pandemic of COVID-19, many sectors faced severe challenges to maintain security, health (psychological, and physical), and steer through the crisis by sup-porting the society. Through a quantitative approach a total of 250 surveys were distributed after a pilot test. Specifically, this research gathers data from 178 (71.2% response rate) university teachers from different universities across Palestine via surveys that address the role of empowering leaders on job satisfaction among teachers. The proposed model of the re-search was analyzed using Smart-PLS and PLS-SEM technique. The academic sector was disrupted and faced extreme changes during the pandemic, rendering teachers vulnerable and thus, role of leaders more crucial. Building on job demand-resources model, and social exchange theory, the current study examines the moderating effect of leader-member exchange (LMX) for increasing job satisfaction that can lead to enhanced overall wellbeing in the academic setting. Additionally, the mediating role of trust in leader is focused as a vital psychological element. While the results show a significantly positive effect on job satisfaction in the presence of empowering leaders, the moderating role of LMX alongside mediating impact of trust are observed. This implies that empowering leaders are highly influential in enhancing workplace for university teachers in the post-pandemic era.

Best practices to reduce COVID-19 in group homes for individuals with serious mental illness and intellectual and developmental disabilities: Protocol for a hybrid type 1 effectiveness-implementation cluster randomized trial

BackgroundPeople with serious mental illness (SMI) and intellectual disabilities and/or developmental disabilities (ID/DD) living in group homes (GHs) and residential staff are at higher risk for COVID-19 infection, hospitalization, and death compared with the general population. MethodsWe describe a hybrid type 1 effectiveness-implementation cluster randomized trial to assess evidence-based infection prevention practices to prevent COVID-19 for residents with SMI or ID/DD and the staff in GHs. The trial will use a cluster randomized design in 400 state-funded GHs in Massachusetts for adults with SMI or ID/DD to compare effectiveness and implementation of “Tailored Best Practices” (TBP) consisting of evidence-based COVID-19 infection prevention practices adapted for residents with SMI and ID/DD and GH staff; to “General Best Practices” (GBP), consisting of required standard of care reflecting state and federal standard general guidelines for COVID-19 prevention in GHs. External (i.e., community-based research staff) and internal (i.e., GH staff leadership) personnel will facilitate implementation of TBP. The primary effectiveness outcome is incident SARS-CoV-2 infection and secondary effectiveness outcomes include COVID-19-related hospitalizations and mortality in GHs. The primary implementation outcomes are fidelity to TBP and rates of COVID-19 vaccination. Secondary implementation outcomes are adoption, adaptation, reach, and maintenance. Outcomes will be assessed at baseline, 3-, 6-, 9-, 12-, and 15-months post-randomization. ConclusionsThis study will advance knowledge on comparative effectiveness and implementation of two different strategies to prevent COVID-19-related infection, morbidity, and mortality and promote fidelity and adoption of these interventions in high-risk GHs for residents with SMI or ID/DD and staff.Clinical Trial Registration Number: NCT04726371.

Factors That "Nudge People towards the Healthier" Snacks-A Qualitative Study with Student, Faculty, and Staff Leaders and Decision Makers.

(1) College campuses pose numerous public health challenges for students, faculty and staff. The healthfulness of the snacks available on campuses is lacking, and there is a desire for change among the students and staff. The objective of this study is to understand the perspectives of the students, staff, and decision makers regarding the college campus food environment and the perceived facilitators and barriers to improving it. (2) In-depth interviews were conducted (n = 15) with decision makers in food, policy development, wellness, and nutrition at a large Hispanic-Serving University in South Florida. (3) The key stakeholders shared that educational campaigns, student buy-in, raising awareness around obesity and chronic disease, and the university's position within the community would all help to facilitate improvements to the snack food environment. However, the participants noted that the complex nature of what is considered to be healthy and what divergent consumers want are significant barriers to improving the snack food environment along with concerns over lost revenue and the corporate structure. (4) These results inform potential focal points for multi-level interventions and inform policy discussions focused on improving the snack food environment at minority-serving universities. Taking strategic actions to improve the snack food environment may aid the students and staff of the university to enhance their diet quality.

6.K. Workshop: Health Literacy in Health Care Settings in Europe: Practice experience, challenges and future needs

Abstract Health care organizations (e.g., hospitals, nursing homes, facilities for people with disparities) are increasingly required to create health literate structures and processes, to train staff in such a way that they make it easier for their users to behave in a health literate manner, to deal competently with health information and to navigate competently through facilities and the entire health care system. This approach is known as the concept of organizational health literacy (OHL). Meanwhile, different standards (fields of action) of organizational health literacy and assessment tools to measure health literacy on an organizational level are available, which address, among other issues, health literacy as part of the quality management system, the development of health-related information by involving users, or to facilitate navigation within and to health care facilities and through the health care system. In order to assess and to strengthen OHL in health care settings, an increasing number of projects in Europe and internationally conduct needs assessments and interventions to implement tools to strengthen OHL at the patient-/client-, staff- and organizational-level. The assessment and implementation is accompanied by different requirements, challenges and needs at different levels (i.e. clients, staff, management). Thus, the workshop emphasizes the following objectives: 1. to present findings from OHL projects in European countries (Austria, Belgium, Germany, the Netherlands, Switzerland). 2. to present and to discuss methodological issues (e.g., needs assessment), 3. to highlight practical experiences when implementing measures to strengthen OHL, and 4. to discuss beneficial factors, challenges and helpful approaches (e.g., participatory or co-creation setups) for the implementation of OHL. A total of five experts on the topic of ‘health literacy in health care settings’ will present and discuss the implementation of health literacy in health care settings in Central European countries. Key messages • The Workshop highlights a synthesis of challenges and future needs that are evident for organizations and users at different levels (management, staff, clients). • Beneficial factors are a supporting management and leadership staff, participatory approaches, communication tools, training staff in health literacy skills as well as clients/patients.

Early changes in hospital resuscitation practices during the COVID-19 pandemic

BackgroundThe coronavirus disease 2019 (COVID-19) pandemic resulted in many disruptions in care for patients experiencing in-hospital cardiac arrest (IHCA). We sought to identify changes made in hospital resuscitation practices during progression of the COVID-19 pandemic. MethodsWe conducted a descriptive qualitative study using in-depth interviews of clinical staff leadership involved with resuscitation care at a select group of U.S. acute care hospitals in the national American Heart Association Get With The Guidelines-Resuscitation registry for IHCA. We focused interviews on resuscitation practice changes for IHCA since the initiation of the COVID-19 pandemic. We used rapid analysis techniques for qualitative data summarization and analysis. ResultsA total of 6 hospitals were included with interviews conducted with both physicians and nurses between November 2020 and April 2021. Three topical themes related to shifts in resuscitation practice through the COVID-19 pandemic were identified: 1) ensuring patient and provider safety and wellness (e.g., use of personal protective equipment); 2) changing protocols and training for routine educational practices (e.g., alterations in mock codes and team member roles); and 3) goals of care and end of life discussions (e.g., challenges with visitor and family policies). We found advances in leveraging technology use as an important topic that helped institutions address challenges across all 3 themes. ConclusionsEarly on, the COVID-19 pandemic resulted in many changes to resuscitation practices at hospitals placing an emphasis on enhanced safety, training, and end of life planning. These lessons have implications for understanding how systems may be better designed for resuscitation efforts.