Guidance for Health Care Leaders During the Recovery Stage of the COVID-19 Pandemic: A Consensus Statement.
Journal: JAMA network open
Volume: 4
Issue: 7
Year of Publication: 2021
Affiliated Institutions:
Research and Leadership Development, Canadian College of Health Leaders, Ottawa, Ontario, Canada.
Royal College of Nursing, Marylebone, London, United Kingdom.
Yale School of Medicine, New Haven, Connecticut.
Barts Health NHS Trust, Royal Hospital, London, United Kingdom.
Department of Public Administration, Korea University, Seoul, Republic of Korea.
Global Health Systems, Department of Global Health and Population, Harvard T.H. Chan School of Public Health, Harvard University, Boston, Massachusetts.
Department of Political Science, University of São Paulo, São Paulo, Brazil.
United Nations Mission in South Sudan, UN House, Juba, South Sudan.
Public Health Foundation of India, Gurugram, India.
Royal Infirmary Hospital Edinburgh, Edinburgh, United Kingdom.
Department of General Practice, Institute of Health and Society, University of Oslo, Oslo, Norway.
University of Lincoln, Brayford Pool, Lincoln, United Kingdom.
Chief Executive Officer, Health PEI, Charlottetown, Canada.
Department of Medicine, Sunnybrook Health Sciences Centre, University of Toronto, Toronto, Ontario, Canada.
Nigeria Centre for Disease Control, Jabi, Abuja, Nigeria.
School of Public Health, University of Alberta, Edmonton, Alberta, Canada.
World Health Organization Patients for Patient Safety, Geneva, Switzerland.
Department of Anesthesiology and Pain Medicine, University of Alberta, Edmonton, Alberta, Canada.
Institute for Travel and Tropical Medicine, Sheba Medical Center, Tel HaShomer, Ramat Gan, Israel.
Indigenous Primary Health Care Council, Toronto, Ontario, Canada.
Monash Centre for Health Research and Implementation, Monash University, Clayton, Australia.
Nuffield Department of Surgical Sciences, Medical Sciences Division, University of Oxford, John Radcliffe Hospital, Headington, Oxford, United Kingdom.
College of medicine, King Saud University, Riyadh, Saudi Arabia.
Division of Epidemiology & Biostatistics, Department of Global Health, Faculty of Medicine & Health Sciences, Stellenbosch University, Cape Town, South Africa.
School of Public Health, Bielefeld University, Bielefeld, Germany.
Canadian Association of Occupational Therapists, Nepean, Ontario, Canada.
London Health Sciences Centre, London, Ontario, Canada.
HIV/STI Surveillance Research Center and WHO Collaborating Center for HIV Surveillance, Institute for Future Studies in Health, Kerman University of Medical Sciences, Kerman, Iran.
Centre for Addiction and Mental Health, Toronto, Ontario, Canada.
Department of Health, Melbourne, Victoria, Australia.
China Center for Disease Control and Prevention, Beijing, China.
Surgeon General, Canadian Armed Forces, Ottawa, Ontario, Canada.
Abstract summary
The COVID-19 pandemic is the greatest global test of health leadership of our generation. There is an urgent need to provide guidance for leaders at all levels during the unprecedented preresolution recovery stage.To create an evidence- and expertise-informed framework of leadership imperatives to serve as a resource to guide health and public health leaders during the postemergency stage of the pandemic.A literature search in PubMed, MEDLINE, and Embase revealed 10 910 articles published between 2000 and 2021 that included the terms leadership and variations of emergency, crisis, disaster, pandemic, COVID-19, or public health. Using the Standards for Quality Improvement Reporting Excellence reporting guideline for consensus statement development, this assessment adopted a 6-round modified Delphi approach involving 32 expert coauthors from 17 countries who participated in creating and validating a framework outlining essential leadership imperatives.The 10 imperatives in the framework are: (1) acknowledge staff and celebrate successes; (2) provide support for staff well-being; (3) develop a clear understanding of the current local and global context, along with informed projections; (4) prepare for future emergencies (personnel, resources, protocols, contingency plans, coalitions, and training); (5) reassess priorities explicitly and regularly and provide purpose, meaning, and direction; (6) maximize team, organizational, and system performance and discuss enhancements; (7) manage the backlog of paused services and consider improvements while avoiding burnout and moral distress; (8) sustain learning, innovations, and collaborations, and imagine future possibilities; (9) provide regular communication and engender trust; and (10) in consultation with public health and fellow leaders, provide safety information and recommendations to government, other organizations, staff, and the community to improve equitable and integrated care and emergency preparedness systemwide.Leaders who most effectively implement these imperatives are ideally positioned to address urgent needs and inequalities in health systems and to cocreate with their organizations a future that best serves stakeholders and communities.
Authors & Co-authors:
Geerts Jaason M JM
Kinnair Donna D
Taheri Paul P
Abraham Ajit A
Ahn Joonmo J
Atun Rifat R
Barberia Lorena L
Best Nigel J NJ
Dandona Rakhi R
Dhahri Adeel Abbas AA
Emilsson Louise L
Free Julian R JR
Gardam Michael M
Geerts William H WH
Ihekweazu Chikwe C
Johnson Shanthi S
Kooijman Allison A
Lafontaine Alika T AT
Leshem Eyal E
Lidstone-Jones Caroline C
Loh Erwin E
Lyons Oscar O
Neel Khalid Ali Fouda KAF
Nyasulu Peter S PS
Razum Oliver O
Sabourin Hélène H
Schleifer Taylor Jackie J
Sharifi Hamid H
Stergiopoulos Vicky V
Sutton Brett B
Wu Zunyou Z
Bilodeau Marc M
Study Outcome
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