The Coronavirus Disease 2019 (COVID-19) pandemic caused by the novel SARS-CoV-2 virus challenged healthcare and public health systems globally. While some countries have been able to minimize cases and deaths [1, 2], or have enacted strict social distancing measures to reduce transmission [3], the United States (US) struggled to manage and contain the virus [4]. Failure to mitigate viral spread early in the US led to more than 500,000 deaths by April, 2021 [5, 4]. Mixed messaging and politicization of the pandemic thwarted early mitigation efforts, including social distancing and mask wearing, and have contributed to the high number of infections and deaths across the US [6].
New York City (NYC), as a global transport hub for goods and people, quickly became the epicenter of the pandemic within the US and globally [7]. Described as a world or global city, NYC, like London, Paris and Tokyo has a unique power ‘to attract people, power, and enterprises’ [8]. Yet, the global economic prowess or ‘magnetism’ of global cities, like NYC, in retrospect, uncovered distinct vulnerabilities during the COVID-19 pandemic. The NYC health workforce was impacted quickly and severely with little time to adapt and respond [9].
Throughout the US, public health systems weakened by chronic underinvestment became overwhelmed and hospitals reached capacity with high numbers of individuals testing COVID-19 positive and developing severe illness [10]. The rise in NYC cases was particularly steep, with more than 203,000 laboratory confirmed cases within the first three months of the pandemic alone [7]. Frontline healthcare providers were required to work long shifts and take on new roles and responsibilities without adequate training and appropriate personal protective equipment (PPE) [11]. Risks to both the physical safety and mental health of healthcare providers responding to COVID-19 is well documented [12]. Yet, previous large-scale outbreaks, such as influenza, have taught us how we can mobilize the health workforce to prepare for outbreaks in the future and have taught us the importance in researching the effects of outbreaks on the health workforce [13].
Lack of proper infection prevention and control (IPC) measures and basic supplies led to makeshift IPC that left frontline healthcare providers uncertain of the level of protection in the work environment [14]. Anxiety and distrust in the ability of the healthcare system grew as healthcare providers became ill and died [15]. An early report from the Centers for Disease Control and Prevention (CDC) suggested that illness and deaths among healthcare providers were underreported due to the lack of proper surveillance systems [16].
The wellbeing of healthcare providers has been a concern throughout the COVID-19 pandemic. While the importance of caring for the caregiver is well known [17, 18], this proved difficult during the first wave of COVID-19 in NYC [12]. Institutions were overwhelmed and had to rapidly adapt to an influx of severely ill patients and lack of essential supplies. As with past epidemics [19] healthcare providers were challenged to work long hours caring for rapidly increasing numbers of severely ill patients in unsafe conditions [20]. Redeployment, often to unfamiliar settings with high levels of patient acuity, was common and with the emergence of crisis standards of care, the incidence of moral distress rose [9, 21].
Frontline healthcare providers were unable to maintain a routine, take breaks or retain a sense of control [18]. In addition, anxiety, along with other negative mental health outcomes, have been found to be associated with working on the COVID-19 frontlines [22]. Not surprisingly there has been a significant exodus of the health workforce [23]. This high turnover has led to loss of institutional memory, increased work stress on those remaining and a rapid increase in costs to attract the limited supply of healthcare providers with intensive care experience [23].
The vulnerability of global cities like NYC requires nimble and responsive systems that can rapidly adapt to evolving and complex crises. A key component of such a system is one that can quickly address the emerging threats and needs of the health workforce to stay safely at the frontlines. Without this, the quality of care is compromised, years of investment in healthcare providers put at risk and society’s ability to control a complex emergency severely compromised. As we come through the experience of a global pandemic of a novel highly infectious respiratory pathogen, it is important to study the effects it has had on healthcare providers as it could help in improving the overall response to the pandemic moving forward and epidemics in the future.
This paper explores frontline healthcare providers’ experiences, including assessment of two measures of wellbeing: anxiety and hope. Anxiety is measured given the existing knowledge surrounding the toll the pandemic has taken on mental health of individuals [24]. Hope as a construct, includes two distinct parameters- agency and pathways. Agency indicates the confidence and ability to affect change and pathways refers to knowing how to address or tackle a problem or challenges. In this study, hope is incorporated for its practicality and ability to develop targeted solutions, such as onsite counseling, decision-making, improved problem solving and ownership of what to do and how to respond, and for engaging frontline healthcare providers in building better systems of training and support [25].
The goal of this study was to explore the effect of the COVID-19 pandemic on wellbeing in healthcare providers and offer some insight into areas where future research and potential interventions could be focused. This study specifically aimed to: 1) assess wellbeing among frontline healthcare providers of patients affected by COVID-19; and 2) explore associations between hope, anxiety, and healthcare providers’ level of work exposure to COVID-19, types and amount of COVID-19-specific training, and perceptions of safety along with amounts of IPC training received.