Updated on Jun 30, 2022 | COVID-19, Featured
More and more people in public spaces are no longer wearing masks to prevent the spread of COVID-19. In one of the biggest shifts, airlines have dropped requirements for wearing masks on flights, though mandates to wear masks remain for New York subways, buses, and commuter trains.
The changing rules can be confusing if you are trying to do all you can to reduce your risk of infection. In this Q&A, Bernard Camins, MD, Medical Director for Infection Prevention at the Mount Sinai Health System, who has been tracking COVID-19 since the first cases were identified in New York in March 2020, offers some basic guidance. As always, the best protection is to get your vaccination and booster shots as recommended by health authorities.
If you have to travel by plane, how can you do so safely?
Now that masking is no longer required on all airline flights, it is important to remember that masking does protect you. It also depends on what type of face mask you wear. For example, a well-fitting mask is better than a loosely fitting cloth mask. If you needed more protection—because you’re immunocompromised, which means you have a reduced ability to fight infections, or you have relatives or loved ones who may be at increased risk for complications from a COVID-19 infection—you may want to take additional steps to reduce the chance of getting infected. The best way to do this is by wearing a more protective mask. Double masking with a medical or surgical mask on your face and then wearing a cloth mask on top is an easy way to accomplish that. So the mask fits your face better. Other better protective masks are KN95s and N95s. They work better because they fit snugly against your face.
Anything else?
You could sit by the window, which keeps you away from everyone walking down the aisle. And it keeps you away from most interactions with other people, which reduces your risk for exposure. You can also board the plane as late as possible, and try to leave the plane as soon as possible.
Do the air filter systems in planes help?
Airplanes are equipped with very effective air filtering systems. While you’re up in the air, the air is filtered by HEPA filters, and they are very effective at eliminating droplets that can transmit the virus that causes COVID-19. (HEPA stands for high efficiency particulate air). But these filters are not functional while the plane is on the tarmac, during boarding, or takeoff. That’s why you may want to take extra precautions until you are in the air.
You are taking a trip yourself, what are you planning to do?
As a matter of fact, I am leaving on a trip to Europe. In order to prepare myself, and being over 50, I’ve taken a second booster shot of the COVID-19 vaccine because I did qualify for it. Just in case I need the extra protection in situations that I cannot control. We plan to dine outdoors as much as possible. If you are over 65, and certainly if you are immunocompromised, you should get the second booster once you’re eligible. That increases your chances of being able to avoid getting severe disease or being hospitalized from getting COVID-19 infection. I also plan on wearing more protective masks like an N95 and keeping it on even though they’re no longer mandatory while I’m on the plane.
If others around me are not wearing masks, does it still help if I wear a mask?
Yes. Wearing a mask, especially one that fits tightly on your face, can protect you if others are not wearing their mask. For example, health care workers rely on masks when they are taking care of patients. Most of the times, even COVID-19 patients are not wearing masks. Health care workers use N95 masks to protect themselves. So, if you are able to get an N95 or a KN95 masks that fits your face well, that will then be more protective for you. If you can’t get those masks, then studies have shown that putting on a medical or surgical mask, which are more loosely fitting, with a cloth mask on top is almost as good as wearing a tighter fitting mask.
When does it make sense to get a PCR test rather than a rapid test?
If you develop symptoms of COVID-19, you should get a PCR test if you have easy access to one. Antigen tests, more commonly referred to as rapid tests, are also helpful because they’re much more available to the public. But they are not as accurate. One of the ways you could use the antigen test is after your trip if you can’t easily access a PCR test. Test yourself two to four days after your trip, or sooner if you develop symptoms.
What about traveling by car or subway?
If you are taking a taxi or a ride sharing service like Uber, you can politely ask your driver to wear a mask if they are not doing so. And roll down your window for better ventilation. On a bus or subway, where it may be crowded, a well-fitting mask will provide additional protection.
Any final thoughts?
Keep in mind that you should evaluate your own risks when you travel. For example, eating outdoors may be safer than eating indoors, especially if you are immunocompromised. This includes those who have a weakened immune system, such as those receiving treatment for cancer, or if you’re at high risk for complications, such as those who are older than 65 years or those with chronic medical conditions. Parents of unvaccinated children may prefer to be more careful to avoid being infected. It’s also good for everybody to check themselves for symptoms of COVID-19 daily and get tested if you develop symptoms. That way, you can isolate appropriately if you test positive. Finally, you should be up to date on your vaccination. If you’re unvaccinated, please get vaccinated. If you are fully vaccinated you should get a booster shot when eligible. And if you are over 50 and potentially at risk for complications because of other illnesses, you should consider getting the second booster if you’re eligible.
Updated on Jun 30, 2022 | COVID Response, COVID-19
A review of the immunology of COVID-19 was published in March 2022 in Science by Miriam Merad, MD, PhD, Mount Sinai Professor in Cancer Immunology and Director of the Precision Immunology Institute at the Icahn School of Medicine at Mount Sinai, and an international team of scientists. Here are excerpts:
Variants of Concern
As the virus evolves and new variants emerge, there have been concerns that such variants could increase pathogenesis by escaping from immunity generated through previous infection or vaccination or by inducing more severe disease. Some variants of concern, such as 1.351 (Beta), P.1 (Gamma), and the recently described B.1.1.529 (Omicron), have mutations that render them less susceptible to vaccine-mediated and infection-acquired immunity. It is less apparent whether some variants induce more severe disease upon primary infection than others, though strains such as B.1.1.7 (Alpha) and B.1.617.2 (Delta) are known to spread more efficiently, making it difficult to distinguish increased infection rates from increased severity. As new variants emerge, it will be important to direct continued research efforts into identifying how such variants escape from either innate or adaptive immune responses.
Immunology of Long COVID
It is now clear that COVID-19 can lead to long-term disease—often referred to as Long COVID syndrome or post-acute sequelae of SARS-CoV-2infection (PASC)—in a significant proportion of survivors. Although there is no universal consensus in the definition of PASC, the Centers for Disease Control and Prevention defines it as a wide range of new, returning, or ongoing health problems that people experience four or more weeks after first being infected with SARS-CoV-2. By contrast, the World Health Organization defines it as a condition that occurs in people with confirmed or probable SARS-CoV-2infection, usually three months from the onset of COVID-19 with symptoms and that last for at least two months and cannot be explained by an alternative diagnosis.
A systematic review of 57 peer-reviewed studies with 250,351 survivors of COVID-19 who met their inclusion criteria for PASC showed that the median age of patients was 54.4 years, 56 percent were male, and 79 percent were hospitalized during acute COVID-19. At six months, 54 percent of survivors suffered at least one PASC symptom. However, non-hospitalized COVID-19 survivors who developed PASC were primarily middle-aged women.
In a survey of 445 non-hospitalized Danish COVID-19 patients, persistent symptoms—most commonly fatigue and difficulty with memory and concentration—were reported by 36 percent of symptomatic participants with a follow-up of more than four weeks. Risk factors for persistent symptoms included female sex (44 percent for women and 24 percent for men) and body mass index. The immunobiology of PASC is currently under investigation. Leading hypotheses include:
- persistent virus or viral antigens and RNA in tissues that drive chronic inflammation;
- the triggering of autoimmunity after acute viral infection;
- a disruption of the gut microbiota, potentially driven by virus persistence in the intestine;
- and unrepaired tissue damage.
Concluding remarks and future directions
The COVID-19 pandemic has wrought massive disruption and resulted in the loss of countless lives; however, there have been silver linings. The particularly rapid development of highly efficacious vaccines is foremost among these and has established a playbook for the response to future pandemics.
One comforting prospect is the degree to which advances in our understanding and treatment of COVID-19 have been aided by an unprecedented degree of scientific cooperation. Free sharing of data has allowed us to rapidly glean critical insights into the role of the immune system in contributing to both protection and pathogenesis in COVID-19. Such insights will undoubtedly help us prepare for the next pandemic, just as decades of previous immunological research led to our current COVID-19 vaccines. However, many challenges remain, and our progress in ending this pandemic is threatened by inequitable distribution of vaccines and the rise of variants that are less susceptible to vaccination and prior-infection-mediated immunity.
As infections continue to occur, there remains a need for new therapeutics and hence a need for a better understanding of the pathophysiology of COVID-19. In addition to treating acute infections, there is a dire need to better understand and develop treatments for individuals with Long COVID. Another threat is the amount of misinformation and erroneous theories about the pandemic, vaccines, and therapeutic efforts that have been circulating in social media, some unfortunately introduced by scientists.
More than ever, interdisciplinary and integrative approaches to scientific collaboration and fighting misinformation are necessary to tackle these and other challenges that lie ahead.
Updated on Jun 30, 2022 | COVID Response, COVID-19
Just over two years ago, the World Health Organization declared COVID-19 to be a pandemic. New York City quickly became the epicenter, and the Mount Sinai community rose to the challenge.
Now, at this moment of cautious hope, a cross-section of the Mount Sinai community—front-line providers, researchers, and leadership—took a moment to consider two questions about the pandemic: What have we learned, and what lies ahead?
Here are thoughts from some of those in research at Mount Sinai.
Judith A. Aberg, MD
There are many lessons learned in regards to pandemic response and therapeutic interventions. In an unfathomably short amount of time, we now have effective therapeutics and vaccines to prevent much of the serious illness and death associated with SARS-CoV-2.
We have learned that vaccines not only save lives but reduce the risk of developing Long COVID. Yet, we have also succumbed to political pressures and social media misinformation that have resulted in health disparities, especially among people in rural communities and in disenfranchised populations where scientific discovery, therapeutics, and vaccines are significantly less accessible.
We must do all we can to assure that the world is aware of the true threats of COVID-19 and to provide the education and resources to protect ourselves from emerging variants. Every time the pandemic starts to seem as if it might be over, people start letting their guard down to return to pre-pandemic activities—only to find themselves caught in another surge.
We are now approaching 500 million cases worldwide, including more than 60 million deaths, since the pandemic began. The United States has led in absolute numbers with almost 82 million cases and more than 1 million deaths. We must remain vigilant and assure access to resources, therapeutics, and vaccines for all.
Judith A. Aberg, MD, Chief of Infectious Diseases, Mount Sinai Health System
Dean of System Operations for Clinical Sciences, Icahn School of Medicine at Mount Sinai
The Simon Lab
What have we learned over the past two years: The COVID-19 pandemic has highlighted that in a crisis of such dimension, when time is at a premium, one needs to have infrastructures in place to deal with it. Most important is the forging of strong working relations. We created working relations between our research scientists and the clinical medical community that did not exist before. This allowed us to quickly develop and implement tests to measure SARS-CoV-2 antibodies, follow the evolution of the virus, and provide guidance on new treatment options.
I also learned of the remarkable dedication of the Mount Sinai community. Staff, researchers, students, doctors, and nurses worked endless hours at great personal risk to deal with the many challenges we faced. I am so proud of my lab members and volunteers who joined us every day over the past two years to advance our knowledge. None of the progress we made would have been possible without the strong, competent, and supportive leadership of the school and the hospital.
What lies ahead: Thanks to the availability of COVID-19 vaccines, antiviral treatments, and prophylaxis options, we are in a much better place now. We will build on what we learned to ensure that we are better prepared for the future. For example, the Center for Vaccine Research and Pandemic Preparedness, which is co-directed by Florian Krammer, PhD, and myself, will help to provide the infrastructures and strong working relationships needed for dealing with SARS-CoV-2 variants and future pandemics.
Viviana Simon, MD, PhD, Professor, Department of Microbiology
Michael Schotsaert, PhD
The self-sacrifice of health care personnel and scientists during the COVID-19 pandemic—trying to understand this new virus and disease to come up with proper treatments—was enormous. Thanks to previous studies on corona- and other viruses and the availability of specialized high-containment laboratories like the ones at Mount Sinai, it was possible to unravel fundamental characteristics of the virus at record speed, which informed antiviral treatments and vaccine development.
Real-time sharing of research and clinical data was crucial and was facilitated by social media and existing and new collaborations between research groups and medical teams all over the world. Public health agencies like the National Institutes of Health and the World Health Organization played a major role in facilitating collaborations, not only between academic partners but also between academia and industry. The latter was crucial for developing, validating, and bringing to the clinic the novel, live-saving antiviral drugs, antibodies, and vaccines that are the key to a pandemic exit.
None of this would have been possible without the many years of investment in pandemic preparedness. The high death toll and burden on society caused by the COVID-19 pandemic, however, shows that even more investment is needed if we want to be ready to tackle the next time a pathogen with pandemic potential emerges. Therefore it is important to further invest in global pathogen surveillance and fundamental research, and to strengthen partnerships between academia, industry, and public health agencies.
Michael Schotsaert, PhD, Assistant Professor, Microbiology
Updated on Jun 30, 2022 | COVID Response, COVID-19
Just over two years ago, the World Health Organization declared COVID-19 to be a pandemic. New York City quickly became the epicenter, and the Mount Sinai community rose to the challenge.
Now, at this moment of cautious hope, a cross-section of the Mount Sinai community—front-line providers, researchers, and leadership—took a moment to consider two questions about the pandemic: What have we learned, and what lies ahead?
Here are thoughts from some of those on the front lines at Mount Sinai.
Bernard Camins, MD, MSc
It has been more than two years since COVID-19 was declared a pandemic. Since then we have gained a tremendous amount of knowledge about a respiratory virus to which no one was previously immune.
We have learned that as a society, we must adapt and change our behaviors as more information becomes available. Science, after all, is the pursuit and application of knowledge based on available evidence.
For example, we learned that face coverings did prevent the transmission of SARS-CoV-2. Adherence to mask wearing not only prevented one from becoming infected but was considered an act of kindness by preventing others from being exposed in case a person was infected. We have also learned that even though an effective vaccine became available, viruses can develop mutations spontaneously that would render available vaccines less effective.
As another variant is moving through the country, we must always be vigilant that other variants may be forthcoming. We must never be complacent. We may have to start wearing masks in public spaces again if a new variant comes along that is more virulent than the Omicron variants. We may have to take another dose of the vaccine to keep up with the mutations. But then there is also hope that the worst may be behind us. One thing is certain, the world as we know it, will never be the same again.
Bernard Camins, MD, MSc, Medical Director, Infection Prevention, Mount Sinai Health System
David Putrino, MD
Although acute COVID-19 numbers have slowed down for the time being, we are still in the midst of a mass-disabling event because of the sheer number of people experiencing Long COVID symptoms.
Throughout the pandemic, Mount Sinai has been at the center of research, advocacy and care for people with Long COVID. Over the coming months and years, it is critical that we strive for the same levels of clinical and research excellence that we have achieved during the first two years of the pandemic.
Investigating novel therapies, exploring mechanisms of underlying pathology, engaging in local and federal advocacy, and maintaining a high standard of interdisciplinary care will all be crucial to ensuring that people with extremely debilitating Long COVID symptoms have the best chance of a full recovery over time.
There are millions of people across the country depending on us to keep fighting, and we will honor that commitment.
David Putrino, PhD, Director of Rehabilitation Innovation
Tracy Breen, MD
What we have learned: it is impossible to overcommunicate.
Over the course of the surge, we were bombarded by an immense amount of new scientific information, clinical guidelines, regulatory requirements, supply chain challenges, and massive life disruptions. The speed at which all these factors changed on a daily, and even hourly basis, meant that we were continually operating in a dynamic and disrupted environment. One of the major takeaways for me was that is it simply impossible to overcommunicate with your teams. And for leaders, true communication involves not only pushing out information and updates but listening to the people who are doing the actual work and incorporating that expertise into your strategy and planning.
Our best moments involved harnessing our front-line teams’ insight and creativity and then rapidly getting them the necessary tools and support to innovate. In an acute crisis, this kind of dynamic exchange is easier to prioritize as other routine demands on leadership’s time and attention get put on hold. The opportunity for leaders going forward is how we incorporate and sustain that critical connection into our daily work; this is essential for us to succeed in the challenging times ahead.
Tracy Breen, MD, Chief Medical Officer, Mount Sinai West
Brendan G. Carr, MD, MS
We’ve been reminded how connected we all are. The lines are forever blurred between our professional roles and our roles as neighbors and family.
We’re all patients, we’re all caregivers, and our actions all impact each other.
It’s an enormous responsibility and an even bigger privilege to live and work alongside regular people quietly doing extraordinary things.
Brendan G. Carr, MD, MS, Professor and Chair, Department of Emergency Medicine
Heather Isola, MPAS, PA-C
The COVID-19 response allowed us to discover that compassionate care is the best of us coming together. When the time came to respond to the city’s and state’s call for help, the Mount Sinai Health System was there. The Physician Assistants (PAs) were the first providers to shift into areas of medicine that were not their own, to care for teams that became sick, and to address the surge of patients entering the hospitals. We learned that our skills, accumulated over time, are transferable and vital to help bring excellence to patient care.
Now, after the response, we know that PAs are integral to our health care ecosystem. It takes a village and optimal team alignment to answer to something bigger than us. Our PAs answered the call, and in doing so, elevated our care in the process. The PAs, along with our physicians, other providers, nurses, and staff have persevered through the unimaginable and have come out the other side as better health care workers and resilient citizens of the Mount Sinai Health System. We have learned, and will continue to learn, that continued teamwork and compassion for our colleagues, families, friends, and patients makes a difference to the health and safety of our community.
Heather Isola, MPAS, PA-C, Vice President PA Services, Mount Sinai Health System
Kristin Oliver, MD, MHS
The tide began to turn on the pandemic with the advent of COVID-19 vaccines, but vaccines work in arms, not in vials. With only 13 percent of people in low-income countries vaccinated, we must focus on global vaccine equity.
In the world of vaccine delivery, the phrase “the last mile” describes the immense effort and ingenuity required to deliver vaccines to people living in the most remote areas of the world. Google it, and you find images of vaccines carried on the backs of donkeys along rocky paths, on small motor boats across jungle rivers, and by foot through otherwise impassable terrain. These logistic challenges are surmountable, but first we must prioritize and appropriately fund global health care infrastructure and support policies to share vaccine technology and expertise with global manufacturers.
There is another “last mile,” one equally present in the United States. It is the mile that seems to separate the doctor recommending the vaccine from the patient who is afraid of side effects, the public health ad campaign from its target audience. This mile will be harder to cross, and the effort will require more than funding. It can only be bridged by trust. I don’t yet have the answers to how we will do this, but I plan to start by listening.
Kristin Oliver, MD, MHS, Associate Professor of Environmental Medicine & Public Health, Pediatrics, Global Health
The COVID-19 pandemic has left a mark on the psychosocial landscape of the Mount Sinai Health System. Our workforce has been devoted to delivering world-class, skillful patient care during unprecedented times, but we also know that this work has come at a cost. Nearly 40 percent of the front-line health care workers that we surveyed in April 2020 experienced symptoms of anxiety, depression, and/or post-traumatic stress disorder; 20 percent continued experiencing these symptoms seven months after; and nearly 30 percent reported experiencing persistent burnout.
Despite these challenges, we have learned that distress and resilience co-exist. In this same survey group, many front-line health care workers reported a greater appreciation of life and emotional growth after pandemic-related trauma. The uptick in mental health resource utilization also speaks to the resilience of staff at Mount Sinai, but we have learned that systems-level support is critical to maintaining a culture of well-being. Our team’s research has demonstrated that health care workers who received strong emotional and leadership support tend to suffer fewer long-term effects of work-related stress. As we emerge from crisis, it is hard to predict what lies ahead, but it is clear that our Mount Sinai community is poised to grow from these challenges to meet future demands.
We in the Office of Well-Being and Resilience look forward to participating and contributing to this psychosocial recovery and growth by supporting well-being, resilience, and mental health initiatives across the system.
The Office of Well-Being and Resilience
What we have learned: The toll of COVID-19 is unprecedented in our time. In the face of alarming fatalities, not knowing how to manage patients in the first wave, and fear of being ill or making someone else ill, Mount Sinai faculty, staff, and students showed remarkable dedication to their patients and one another. The rapidity of developing support services for our health care workers, including the development and rapid expansion of the Mount Sinai Center for Stress, Resilience and Personal Growth, reflects outstanding teamwork. We learned that leaders, staff, and medical trainees want and appreciate educational resources around resilience and well-being. We also learned that use of telehealth facilitated behavioral health care in an amazing way, lowering barriers to care and extending the ability to support our colleagues.
What lies ahead: We see a need to continue to support the emotional well-being of our colleagues, teammates, and students through robust multi-tiered and collaborative efforts. Expansion of outreach, resilience-building workshops, leadership engagement, and behavioral health care is essential.
The Mount Sinai Center for Stress, Resilience and Personal Growth
Updated on Jun 30, 2022 | COVID Response, COVID-19, Featured
Just over two years ago, the World Health Organization declared COVID-19 to be a pandemic. New York City quickly became the epicenter, and the Mount Sinai community rose to the challenge.
Now, at this moment of cautious hope, a cross-section of the Mount Sinai community—front-line providers, researchers, and leadership—took a moment to consider two questions about the pandemic: What have we learned, and what lies ahead?
Here are thoughts from some of Mount Sinai’s leadership.
David Muller, MD
What have we learned?
Never to take each other for granted;
to say “thank you” and “I love you” as often as possible;
not to underestimate our capacity for rising to a challenge;
that those of us at the margins of society because of the color of our skin or our socioeconomic status always disproportionately bear the brunt of a crisis, and that this is a crime against humanity.
David Muller, MD, Dean for Medical Education and the Marietta and Charles C. Morchand Chair for Medical Education
Dennis S. Charney, MD
An excerpt from Relentless: How a Leading New York City Health System Mobilized to Battle the Greatest Health Crisis of Our Era, by Deborah Schupack:
As it ripped through New York City and, soon enough, across the United States—which throughout 2020 suffered the most deaths in the world—COVID-19 laid bare the challenges, strengths, and weaknesses of the American health care system. From its vantage point in the center of the storm, and with a history of leading at medicine’s progressive edge, Mount Sinai experienced the challenges earlier than most and responded in full force, building on foundations of strength to both respond immediately and begin to shape post-pandemic health care.
Mount Sinai rapidly established several new programs to address needs that the pandemic had uncovered or, more often, elevated–needs that were known, were already being addressed to some degree. But the greatest exogenous shock in more than a century dramatically accelerated several trends already in motion.
“We acted very quickly to understand the disease better, to understand the consequences of the pandemic,” said Dennis S. Charney, MD, Anne and Joel Ehrenkranz Dean, Icahn School of Medicine at Mount Sinai, and President for Academic Affairs, Mount Sinai Health System. “We put these findings into place almost immediately. We invested in understanding the effect of the disease on our front-line workers’ mental health, in understanding why people of color were having worse outcomes, in developing a data center to inform diagnosis and treatment, and in systematically monitoring and analyzing the long-term impact of COVID-19. This was not only the right thing to do, we had an obligation to act—not only for us, but for the nation and for the world. We were the epicenter of the epicenter.”
As it was caring for patients and conducting science, Mount Sinai was also aiming to shift the health care system, bending it toward racial equity and social justice, toward honoring health care workers as not just heroes but humans in need of help, and toward a true partnership with the patient, particularly in defining this novel disease, its symptoms and its acute and chronic impact. Mount Sinai was trying to ever shorten the bridge between medicine and science, leveraging big data and amplifying collaborations across all axes, including much valued public-private partnerships. And it was moving flexibly and nimbly at a pace never before traveled in health care, and urging a new focus on cultivating resilience—of systems, spaces, stuff, and staff—to sustain itself and the people it serves in a decidedly uncertain future.
Kelly Cassano, DO
For me, the pandemic has been about the people: the patients, staff, and our colleagues.
All of our relationships, individually and collectively, have been impacted in large and small ways. We have been humbled as individuals, as teams, and as an organization.
For what in moments of time seemed impossible, we endured and overcame many hurdles, together, to deliver the possible.
We are truly Better Together.
Kelly Cassano, DO, Chief Executive Officer Mount Sinai Doctors Faculty Practice
Senior Vice President for Ambulatory Operations, Mount Sinai Health System
Dean for Clinical Affairs, Icahn School of Medicine at Mount Sinai
Gary C. Butts, MD
These last two years have challenged us as a system, as a community, and as individuals in many ways, but in particular regarding equity as a core value. As spotlights have become more focused on the myriad racial injustices and inequities we face, locally and nationally, it has made us question our successes and the impact of our work on our broader Mount Sinai community and the many communities we serve.
It has become clearer that we must recommit and accelerate Diversity, Equity, and Inclusion (DEI) efforts—to establish a DEI learning community; to expand efforts for inclusive recruitment, mentoring, and development; and to enhance our capabilities to address care access and delivery and the disparities in health outcomes, among other important priorities.
We are reminded that racism is an important underpinning and contributor to these ills and that addressing these successfully requires deep, broad, and enduring solutions and authentic commitment and accountability from all of us. Finally we have learned and witnessed the value of family, friends, and community, and the importance of wellness and balance to support our professional work and to sustain ourselves, particularly during times that stretch our reserves.
Gary C. Butts, MD, Executive Vice President for Diversity, Equity, and Inclusion, Mount Sinai Health System
Dean for Diversity Programs, Policy and Community Affairs, Icahn School of Medicine at Mount Sinai
David Reich, MD
What have we learned? We learned that the challenges we faced any particular week of the spring 2020 COVID-19 crisis were often completely different a few days later. Creating ICU and hospital capacity, building laboratory testing capability, developing new clinical protocols, including the world’s first anticoagulation dosing regimen, redeploying staff, and finding enough PPE were the overwhelming clinical and logistical needs at that time.
Perhaps more important, we learned that we could eliminate barriers and silos to leverage the collegial interactions of clinical physicians and nurses with virologists, data scientists, and the vast resources of the world-leading Icahn School of Medicine at Mount Sinai. We brought science into the real-time service of conquering a new disease and saving patient lives. This is the lesson that persists and has enriched our future.
What lies ahead? We see that change is a constant and that we must maintain and strengthen the linkages between our scientists and clinicians to succeed in rapidly changing circumstances. With the likelihood of new variants, vigilance and rapid adaptation by public health officials and health systems require seamless sharing of information.
Vigilance takes the form of closely monitoring laboratory COVID-19 testing, hospitalizations for severe illness, and the impact of less severe illness on maintaining workforces and vital services. Integrating artificial intelligence/machine learning and precision medicine are legacies that will improve our future.
David Reich, MD, President, The Mount Sinai Hospital and Mount Sinai Queens
Marta Filizola, PhD
“What have we learned?” Key elements that will help us better respond to future pandemics, specifically the need for: effective communication strategies, enhanced IT infrastructure/resources/expertise, workplace flexibility for all stakeholders at all career levels, and advocacy to facilitate the mobility of trainees.
Marta Filizola, PhD, Dean, Graduate School of Biomedical Sciences Sharon and Frederick A. Klingenstein-Nathan G. Kase, MD Professor Pharmacological Sciences, Neuroscience, and Artificial Intelligence and Human Health
Michael Leitman, MD, FACS
In Graduate Medical Education, we have learned much from the COVID-19 pandemic:
- Residents and fellows, who are on the front lines of patient care, play a crucial role understanding and treating patients with this disease.
- Physicians learned even more about using current data in strategies to protect themselves from infectious diseases (personal protective equipment, vaccination, strategic isolation, treatment).
- We live in a world without borders. A disease that impacts a corner of the world will eventually affect all of us. We must provide resources to employ prevention and treatment strategies to all people, regardless of where they live and their ability to pay.
- Public health is a precious right. Health care must be available to everyone and not based upon the ability to pay for it.
Michael Leitman, MD, FACS, Dean for Graduate Medical Education
Pam Abner, MPA, CPXP
We learned that we have to think differently and not rely on responses that are tailored for one group—treating people the same.
To be equitable and care for marginalized groups, we have to reach into our communities to include their input and perspectives in order to connect with them and consider their needs and concerns.
COVID-19 was eye-opening; it exposed how we truly needed to use new thinking and approaches to be equitable.
Pam Abner, MPA, CPXP, Vice President and Chief Diversity Operations Officer for Mount Sinai Hospital Groups
Jeremy Boal, MD
The COVID-19 pandemic has transformed our Health System in so many positive ways.
We are more resilient and more adaptable than at any time in our history. We are more trusting of each other.
We are much quicker to dive in and help each other. We are more willing to forgive each other’s mistakes and flaws. We have dropped so much of our baggage so that we can best serve those who need us most.
Jeremy Boal, MD, President, Mount Sinai Beth Israel Executive Vice President and Chief Clinical Officer, Mount Sinai Health System
The pandemic created an opportunity to re-evaluate our lives. We had the time to measure what is important. We had the chance to understand the importance of human connections. We faced our own terrors, hidden by the busy workday, and stood in the mirror to finally see ourselves. We saw how important mental health is in our lives and the lives of others. We took the first step to destigmatize seeking help with mental health (though we are still far from the dreamed ideal).
