Catching our breath: reshaping rehabilitation services for COVID-19

Abstract

Purpose

War and natural disaster have been spurs to the creation of rehabilitation services. The COVID-19 pandemic poses a different question for existing rehabilitation services: how best to respond to a disaster that is anticipated from afar, but whose shape has yet to take full form?

Methods

Applying the 5-phase crisis management model of Pearson and Mitroff, we report our experience at one of Scotland’s largest centres for rehabilitation, in planning to cope with COVID-19.

Results

Contingency rehabilitation planning can be framed in a 5-phase crisis management model that includes (i) signal detection; (ii) prevention/preparedness; (iii) damage limitation; (iv) recovery; and (v) learning. We have reported the impact of COVID-19 on rehabilitation services within a Scottish context and shared some of our learning.

Conclusion

COVID-19 has challenged healthcare worldwide and has served as an amplifier for the recognised ill effects of poverty and inequality. As rehabilitation clinicians, we are in a position to continue advocating for people facing disability, and also seeking and responding to signals of COVID-19’s late effects in both COVID-19 and non-COVID-19 patients alike.

IMPLICATIONS FOR REHABILITATION

• COVID-19 has resulted in unprecedented challenges in rehabilitation service planning.

• Contingency rehabilitation planning can be framed in a 5-phase crisis management model of Pearson and Mitroff, including (i) signal detection; (ii) prevention/preparedness; (iii) damage limitation; (iv) recovery; and (v) learning.

• COVID-19 has served as an amplifier for the recognised ill effects of poverty and inequality; as rehabilitation clinicians, we are in a position to continue advocating for people facing disability, and also seeking and responding to signals of COVID-19’s late effects in both COVID-19 and non-COVID-19 patients alike.

Keywords:

• COVID-19
• pandemic
• rehabilitation
• contingency planning
• crisis management

Acknowledgements

We thank all the clinical staff, non-clinical staff and managers at Astley Ainslie Hospital for adapting and continuing to work in new ways through this challenging time; we thank all the acute care staff in NHS Lothian for their ongoing dedication and sacrifice in the face of COVID-19; and most of all, we thank all our patients, their families and carers, for enduring the uncertainty and restrictions with patience and resolve in this time of crisis.

Disclosure statement

No potential conflict of interest was reported by the author(s).