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Social Work Response to COVID
Mary McDonough, LICSW
Social Work Department, Clinical Manager of Med/Surg, ED and Transplant
Beth Israel Deaconess Medical Center
Introduction/Problem
How did inpatient social work team respond to needs presented by pandemic beginning March 2020
Initial concerns regarding safety, ability to meet needs of patients, families and staff.
The Interventions
Staffing
Work on units
Support to pts and families
Staff support
A whole new focus in our work in collaborating with teams to facilitate end of life visitation, working with
on line meetings, discussions of end of life decision making via ipads.
Readjusting to new world of resource needs, transportation, shelter limits, dialysis unit limitation, court
closures.
Providing support to staff, informal and formal support modalities, in person vs remote,
groups/individuals, bringing in resources.
Aim/Goal
Results/Progress to Date
Immediate response
What worked
Pulling team together immediately, 3/13 met w/ whole team in person, didn’t have
tools yet for zoom, etc.
Decision made to work 50/50 onsite/remote
To respond to needs of patients, families, and staff during differing stages of COVID pandemic
To adjust staffing to meet needs of patients, families, and staff.
The Team
Medical Surgical Social Work Team
Safety concerns
Remote vs onsite work
Working in teams to provide response to inpatient units
Requirement daily “pod” check ins to make sure that patient needs addressed
What didn’t work
Unclear message to patient care units,
Interpreted as we “went home” altho more than half the staff and both leaders were
here on site 100%
Eventually developed on site requirement, but created more flexible schedules with 10 hour days to allow for some
social distancing and address staff exhaustion. Still evaluating effectiveness
Collaboration throughout the medical center, often standing with spiritual care colleagues.
For more information, contact:
�Social Work Response to COVID
Mary McDonough, LICSW
Social Work Department, Clinical Manager of Med/Surg, ED and Transplant
Beth Israel Deaconess Medical Center
More Results/Progress to Date
STAFF SUPPORT
WORK ON UNITS
Quickly became almost all COVID patients
ICU’s expanded beds to RB6, RB7
Primary role in end of life care
Strengths:
Formal and informal leadership within social work group
MICU/SICU Social Worker and RB 7 Social Worker became
interchangeable
Challenges:
Some staff unprepared for end of life work
Staff were not sufficiently cross trained to work in other units
Responding to the needs of the responders
Formal and informal support
Inpatient support groups, led by social workers (inpatient and outpatient) and chaplaincy
Inconsistent participation but some very powerful moments and times on patient care units
Mostly effective with/from social workers well known to units
Outpatient staff want to be helpful but hard to do by Zoom and hard to predict time that worked
Informal support most often what worked, staying late after a hard shift, debriefs after a hard death
Lots of tears, few hugs
Lessons Learned
SUPPORT TO PATIENTS AND FAMILIES
Became proficient in zoom, facetime, and other technologies
Coordinated arrival of IPADS on patient care units
Coordinated end of life visitation in collaboration with medical, nursing leadership, hospitality staff, public safety, and Spiritual Care
Prepared families for visits, escorted families from lobbies
Strengths:
Great collaboration to meet needs of families, everyone just picked up
whatever they needed to get it done
Challenges:
Guidelines kept changing, weekly meetings addressed outpatient and clinic
visits, cafeteria visits but not very clear about managing inpatient visits
Weekend staffing, late evening staffing
Social Work drop in time
Working in crisis mode, not best decision making
Changing guidelines really hard to keep up with
More cross training needed, internal shadowing
Need to evaluate effectiveness of changed schedules
Turn over of staff, pulled manager away from staff to cover for almost a year,
Next Steps
Reevaluate pros and cons of 4 day work weeks
Survivor mentality, grown in closeness, 9 new hires since beginning of pandemic, 30% turnover of
staff, redeveloping identity of group
For more information, contact:
�
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Silverman Symposium
Description
An account of the resource
Each year the Silverman Symposium poster session offers BIDMC staff and affiliates the opportunity to share experiences and learn about efforts to improve Quality and Safety.
Date
A point or period of time associated with an event in the lifecycle of the resource
2021
Silverman Poster
Primary Contact
If you would like more information about this project, contact this person. Make email address clickable.
Mary McDonough (<a href="mailto:mmcdonou@bidmc.harvard.edu" target="_blank" rel="noreferrer noopener">mmcdonou@bidmc.harvard.edu</a>)
Project Team
Medical-Surgical Social Work Team
Department
Any departments listed on the poster or identified in the spreadsheet.
Social Work
Spirtual Care
BIDMC Location
The BIDMC location where the poster team resides if identified in spreadsheet. If not identified, choose BIDMC.
BIDMC
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Social Work Response to COVID
Date
A point or period of time associated with an event in the lifecycle of the resource
2021
Format
The file format, physical medium, or dimensions of the resource
pdf
Effectiveness
Patient and Family-Centeredness