Table 2 Summary of results by theme
Professional level | Organisational level | Local system level |
|---|---|---|
Front-line staff asked to adapt to COVID-19 and exhibit resilience Staff experienced shifting roles and increased workload to respond to COVID-19 Staff stress and burnout exacerbated by fear of contagion and lack of suitable protective measures, including PPE Some healthcare staff less recognised, especially home care workers Examples of innovative initiatives include telehealth and community engagement | Introduced psychological support programmes for workforce Recognition of otherwise ´unseen´ workers Emphasised open or engaging leadership Use of cross-functional teams to support care coordination Reflection on how COVID-19 relation information shared within and beyond organisation                           COVID-19 seen as ‘catalyst’ for overcoming typical barriers to change | System-wide training to mitigate stress Safeguarding working conditions Source of external public resources and finance, but concern about sustainability Enabled coordination of relationships across organisations Updating of regulations and contracting needed to support service-level changes (e.g. introduction of telemedicine) |