Workplace well‐being in pediatric anesthesia: How to design and implement a bespoke evidence‐based framework in your department

• Published in: Pediatric anesthesia Vol. 31; no. 1; pp. 53 - 60
• Main Authors: Shrivastava, Prani P., McDonald, Jane M.
• Format: Journal Article
• Language: English
• Published: France Wiley Subscription Services, Inc 01.01.2021
• Subjects: adverse events; Anesthesia Department, Hospital - organization & administration; Anesthetists - organization & administration; Anesthetists - psychology; Australia - epidemiology; child; complications; COVID-19 - epidemiology; COVID-19 - psychology; Departments; developing world; education; general anesthesia; Hospitals, Pediatric - organization & administration; Humans; Mental Health; Pandemics; Pediatrics; Workplace - organization & administration; Workplace - psychology; Australia; developing world; education; adverse events; complications; general anesthesia; child
• ISSN: 1155-5645; 1460-9592
• DOI: 10.1111/pan.14067

Background All anesthetists are at risk of mental ill health and pediatric anesthetists face additional stressors that may impact upon well‐being, particularly after an adverse outcome. The SARS COV‐2 pandemic has resulted in a plethora of resources to support the well‐being of frontline workers. Developing a well‐being system for an anesthesia department using these resources may be complex to implement. Aims In this article we outline how an anesthesia department can design and implement a framework for wellbeing, regardless of resources and financial constraints. We use the example of a free online toolkit developed in Australia for anesthetists. Methods The “Long lives, Healthy Workplaces toolkit” is a framework which has been specifically developed by mental health experts for anesthetists, and does not require departments to pay for external experts.1 Departments can design a long‐term model of evidence‐based mental health strategies to meet their unique needs using five steps outlined in the toolkit and detailed in this article. The framework uses cycles of assessment and review to create an adaptable approach to incorporate emerging evidence. We explain how culture can impact the implementation of a well‐being framework and we outline how departments can set goals and priorities. Conclusion Departments have different constraints which will alter how they approach supporting anaesthetists’ wellbeing. Regardless of location or funding all departments should explicitly address anesthetists well‐being. Long term sustainable well‐being programs require a strategic and coordinated approach.