• Amy T Cunningham, Jeanne Felter, Kelsey R Smith, Randa Sifri, Christine Arenson, Ashini Patel, and Erin L Kelly.
• From Department of Family and Community Medicine, Sidney Kimmel Medical College, Thomas Jefferson University, Philadelphia, PA (ATC, KRS, RS, AP, ELK); Department of Counseling and Behavioral Health, Thomas Jefferson University, Philadelphia, PA (JF); National Center for Interprofessional Practice and Education, Department of Family Medicine and Community Health, University of Minnesota, Minneapolis, MN (CA); Center for Social Medicine and Humanities, University of California, Los Angeles, CA (ELK). Amy.Cunningham@jefferson.edu.
• J Am Board Fam Med. 2023 Jan 2.

BackgroundPrimary care practice teams continue to grapple with the demands of the COVID-19 pandemic. Early in the pandemic, despite the increased demands and low levels of control, in practices where protective equipment were available and practice-level support was high, few team members reported burnout, and many described a greater sense of purpose. However, since those early days, burnout levels have increased and high rates of turnover have been reported across the health care system, and further qualitative studies are needed. OBJECTIVE: The present study is a follow-up to a qualitative study on the workplace stress during the pandemic. DESIGN, PARTICIPANTS, APPROACH: Fourteen primary care providers and staff completed 1-year follow-up semistructured interviews (approximately 1.5 years into the pandemic) about their workplace demands, control, social support, burnout, and commitment to primary care.Primary ResultsPrimary care practice was characterized as high demand before the pandemic but the additional demands of the pandemic were leading participants to consider early retirement, quitting primary care or health care, and expressing a profound need for health care redesign. Short staffing extended medical leaves for COVID-19 and non-COVID-19 needs, increased management of patient mental health and aggressive behaviors, and frustration that practices were being held to prepandemic metrics all contributed to ever higher rates of burnout. Troublingly, while many described high-quality relationships at the practice level, the majority of participants described their organization-level support as largely unresponsive to their input and as offering little support or resources, though a few acknowledged that this could reflect that leadership is also under immense strain. Despite challenges, a number of participants expressed continued commitment to primary care.ConclusionFundamental redesign of primary care is required to prevent further loss of health care personnel and to provide opportunities for these staff to recover during the grueling, ongoing crisis.© Copyright by the American Board of Family Medicine.

8 keywords...

hide…