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In this time of emergency preparedness, health-care leaders at many levels are making important decisions about how to redeploy resources, what to consider an essential service, and how to ensure the best ethical judgment is used for difficult decisions. While the COVID-19 crisis is unquestionably bringing out some of the best of health-care provision, such a crisis also exposes the weak spots in our healthcare systems. One example is the often “hidden in plain sight” aspects of mental illness-related structural stigma, which can create blind spots in decision making [1-3]. Like other quality risks, structural stigma is often enacted through implicit cognitive biases [2-3]. In the spirit of seeking to assist those working in health-care policy, ethical decision making, resource allocation, planning, and direct care in making the best quality decisions, below, we have highlighted some areas of potential risk. We have seen many positive responses to mental health care from the COVID-19 pandemic. This includes increasing publicly available virtual care, moving service locations within hospitals, redeploying and mobilizing staff to align with the greatest need, and overcoming long-standing bureaucratic barriers (e.g., billing codes). Indeed, the decisions being made now will have longlasting impacts. This is a key historical opportunity for decision makers and practitioners at every level to help ensure our health-care system responds to both protect and improve quality mental health care for all people in CanadaPurpose
Key Findings
In this time of emergency preparedness, health-care leaders at many levels are making important decisions about how to redeploy resources, what to consider an essential service, and how to ensure the best ethical judgment is used for difficult decisions. While the COVID-19 crisis is unquestionably bringing out some of the best of health-care provision, such a crisis also exposes the weak spots in our healthcare systems. One example is the often “hidden in plain sight” aspects of mental illness-related structural stigma, which can create blind spots in decision making [1-3]. Like other quality risks, structural stigma is often enacted through implicit cognitive biases [2-3]. In the spirit of seeking to assist those working in health-care policy, ethical decision making, resource allocation, planning, and direct care in making the best quality decisions, below, we have highlighted some areas of potential risk. We have seen many positive responses to mental health care from the COVID-19 pandemic. This includes increasing publicly available virtual care, moving service locations within hospitals, redeploying and mobilizing staff to align with the greatest need, and overcoming long-standing bureaucratic barriers (e.g., billing codes). Indeed, the decisions being made now will have longlasting impacts. This is a key historical opportunity for decision makers and practitioners at every level to help ensure our health-care system responds to both protect and improve quality mental health care for all people in Canada
Purpose
Key Findings
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