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Copyright 2025 - Integrated Care Services Association

Emerging from the Pandemic, a personal perspective - Dr Ishak Nadeem

Has the existential challenge of COVID-19 about which I wrote in my last article been met and have we emerged from the crisis? What has been the cost of our emergence? Have we learnt any lessons?

Despite our herculean efforts to research, develop and roll out a vaccine programme the world had not seen till the COVID-19 crisis; the lockdowns, some draconian and some less so, and the largest exercise in social engineering- distancing, information/propaganda, masks etc, we paid an inestimably heavy price. We know not what we need to count and what to ignore. Is it only the mortality, morbidity, the hospital admissions, the number of tests carried out, the number of vaccines administered, the cost of developing and administering new treatments? How do we measure the psychological impact on the survivors of the death of their dear ones? What about the psychological impact of the fear, isolation and anxiety caused by the lockdowns? And what about the economic and social impact?

Perhaps it is now time to ponder the wider implications of our rush to respond to the existential challenge of COVID-19.

No doubt the experts will debate for decades, and we will be fed the digested gist of various opinions. Lacking expertise in any of the fields, I can only offer a personal perspective

In March 2020, my elder brother and I were not only separated by distance, he in India and me in UK, but also in our experiences of the pandemic, the rush for vaccinations and the lockdowns.

Two continents, two experiences, two narratives but so different! Similar upbringing, separate lives. One remaining home and the other flying to seek other nests. Faced with a threat we responded with the classical response; freeze or flight because fight was out of the question. We could not fight as we did not know what the enemy was. Fear on the one hand and flight from reality on the other- flight or burying the head in the sand to see if the storm would blow over? Anyway, we stumbled along as did the others guided by the “experts” and the so-called experts on social media. Masked faces keeping a safe distance, rushing to get a rapidly developed vaccine in the hope that we would not catch the crown (Corona). I did catch it. An illness unlike I had in my fairly long life. I slept the sleep of the dead for a week, secluded to a room, shunned by family. I was the fortunate one. I did recover, but! The ensuing months of long fatigue, unable to even walk a slight uphill. Deconditioned by all the rest, my muscles and lungs refused any exertion. Mind over matter, I exhorted myself and chivvied up by my better half, I slowly started going for walks. Questions racing through my mind, even though my steps were tardy. What was the point of the vaccines? I had two doses, yet I got the bug. Maybe, the illness was milder as I had been vaccinated. Later, my wife and two sons also got, all either asymptomatic or slightly ill. Or was it milder because of the change in the strain of virus. We will perhaps never know the answer to this question. On the other side of the world, everyone of my three sibling’s families had COVID-19, except my brother. The psychological responses of each member were unique as one would expect.

Our experiences are no different to the millions of experiences across the world. Fortunately, we did not have to go through the more difficult experiences, and I can only imagine the anguish and suffering of those who were hospitalised and those who are no longer with us. I cannot also feel the pain of the survivors whose near and dear ones lost the fight against the virus.

Our reactions to the stress of COVID-19 are a reflection of our psyche which is moulded by our life experiences. We all brought our prior psychic condition, beliefs and attitudes to the experience of the pandemic and our response will be unique.

Writing in the report on The Kings Fund report “COVID-19 recovery and resilience: what can health and care learn from other disasters?” the authors identified that after past disasters psychological issues present as a pyramid of conditions with around 75% exhibiting transient stress, worry, feeling upset and no disorder, 15-20% presenting with mild anxiety and persistent insomnia, but 3-4 % showing signs of Post-Traumatic Stress Disorder and severe depression. Can we extrapolate these figures to the COVID-19 crisis? My contention is that the proportion in the tip and middle would be significantly more as the figures are derived from acute severe events like earthquakes and other natural disasters, which are both spatially and temporally confined. Humanity has not had an experience of a disaster which was worldwide since the Spanish Flu of 1918 which has lasted over the last two years. Add to that the effect of prolonged lockdowns, the social isolation especially of the elderly and the unsettling effect of a rapidly developed vaccine with no track record to rely on.

In the final analysis, we have been hit by a tsunami of deaths, physical pain, and psychological distress, and scarred by our experiences we are struggling to emerge from the pandemic. The decision to drop the masks, end social distancing and return to normal human interaction taken by some countries is based on the best available evidence, pragmatism of returning to business as usual and realign the wheels of economy which had also been shackled in the lockdowns. The social animal can only be tethered for a finite time and two years is enough time. It is restive to return to its known ways.

The blurb on McKinsey and Company’s website’s featured insights reads “Making the shift to sustainable and inclusive growth and explores insights on the new era of growth- one that doesn’t treat growth and positive impact as opposing forces.”

The Kings Fund report mentioned earlier, presents a picture of a heroic response following an impact of a disaster followed by a honeymoon phase where community cohesion is maximum followed in turn with disillusionment, working through grief and coming to terms and a new beginning, a reconstruction.

What shape does this reconstruction need to take?

The report highlights the following,

“Putting mental health and wellbeing at the forefront of recovery efforts”

“For recovery to be successful …identifying and assessing the level of community needs is essential”.

“Ensuring communities are not left behind”

“Community resilience is key to the process of recovery, but a community won’t be resilient if parts of it are left behind”

So how do we focus on the two lofty goals of sustainable and inclusive growth, and an equitable growth which makes all parts of the community resilient as the big thinkers suggest?
Discussing the Kings Fund report with my brother I asked the question why the honeymoon fades and what can be done to capture and continue some of the heroic efforts and the community cohesion?

Human beings he said, “we come together to fight an enemy, be it nature (think Covid-19), another nation, another group or community, but slide back to behaviours of self-preservation once a threat has receded.” I can see the truth of his assertion.

He counselled to focus on changing myself, which is the only thing possible and was sceptical about the “big thinkers” formulae for recovery. The solutions to a large extent proposed by the west and well to do nations. Haven’t we seen the varied response of nations to the calls for economic sanctions against Russia in the ongoing Ukraine war. Has the west lost its credibility or is it a reflection of national self-interests coming to the fore? It is a combination of the two.

Should we become victims of scepticism, focusing only on self-interest and build boundaries?
We cannot afford the luxury of the above options, as the Covid-19 challenge is by no means the last. We still have “emerging viruses” a term coined in the 1990’s which with the changing climate are predicted to become more of a threat.

Perhaps, each person changing his or her self, will gather sufficient mass, which could become a critical mass setting up a chain reaction. In other words, as the Buddha says “drop by drop is the water pot filled. Likewise, the wise man, gathering it little by little, fills himself with good” 

Dr Ishak Nadeem was a GP Partner at Grovelands Medical Centre for 16 years. His career comprises of several chapters, after qualification and post graduate training in India he worked for about 6 years in Saudi Arabia, moving to UK in 1994 he trained to become a General Practitioner. Moving on to senior management he was on the Governing Body of South Reading CCG from 2012 till 2016, the last two years as Chair during which he gained experience of the challenges of commissioning and the demands on NHS. He has since moved on to a full time role as Occupational Physician with TPhealth providing occupational health services to the Atomic Weapons Establishment.

His other passions are photography, poetry and writing. He self published a book of pictures and poems - Rhythm Of Life, in aid of Dingleys Promise, and raised £1000.00.

Further he is the founder chairman of OneNature-CommonWealth CIO which aims to raise funds for projects which help build sustainable communities, protect environment and promote biodiversity throughout the Commonwealth. Visit their website at www.onenaturecommonwealth.org

Applying behavioural science to shape quality improvement - Debi Bhattacharya, Professor of Behavioural Medicine, University of Leicester & Sion Scott, Lecturer in Behavioural Medicine, University of Leicester

An ever-growing body of research evidence means that our clinical practice is required to constantly evolve in response to emerging evidence. The result feels like yet a new ‘ask’ every financial year layered on top of our already stretched workforce. However, it is our professional responsibility to ensure that healthcare innovations that demonstrate cost-effectiveness in the trial setting are translated into practice.

Implementation of a novel healthcare innovation into routine practice requires us to change established patterns of behaviour(1). Problems can arise if the innovation is counter to established patterns of behavioural, professional or personal norms. This can lead to disparity between best practice according to the evidence and the care received by our patients.

Despite significant efforts by practitioners and organisations, suboptimal translation of healthcare innovations into practice is a long standing and well-established problem, resulting in a ‘translational gap’ between the evidence base and realities of practice(2). A 2003 Lancet article revealed that up to 40% of the care delivered to patients in developed countries is not according to present scientific evidence and that 20% to 25% of patients receive unnecessary or harmful care(3).

Strategies to promote implementation of new healthcare innovations have traditionally focussed on providing information and training to practitioners. Whilst these address gaps in knowledge and skills, changing behaviour is a complex process determined by several influencing and interacting factors, all of which require consideration. The NHS long-term plan and national overprescribing review are recent examples of national policy highlighting the need for changes to practice(4).

Shared decision-making

The NHS long-term plan committed to making personalised care routine practice and in March 2022, launched the Primary Care Network, Directed Enhanced Service called: Personalised Care: Social prescribing; shared decision making; digitising personalised care and support planning. Personalised care comprises the following six components:

  1. Shared decision making
  2. Personalised care and support planning
  3. Enabling choice, including legal rights to choice
  4. Social prescribing and community-based support
  5. Supported self-management
  6. Personal health budgets and integrated personal budgets.

The first component of routinising Shared Decision Making (SDM) requires the most extensive behaviour change as it affects all practitioners involved in health care related consultations. Figure 1 illustrates the expected role of the practitioner in facilitating the patient to be an active partner in the decision making about all of their health and care related decisions. There is wide recognition that achieving this is ambitious. In our previous article we outlined how, simply asking people what needs to happen to lead them to change their behaviour does not capture the full picture because people will tend to focus on the need for more resource and training . Other potentially powerful barriers and enablers can play an important role in determining whether a person changes their behaviour.

Figure 1: The principles of shared decision making

Numerous behaviour change theories are available to structure how we develop an implementation strategy to support the required change in behaviour of people. The Theoretical Domains Framework(5) draws together many behaviour-change theories and outlines fourteen factors that can influence behaviour such as a person’s beliefs about the repercussions of attempting to or not attempting to incorporate SDM in their consultations, what they think that colleagues and patients think about the idea of SDM, and how confident they feel about incorporating SDM in their consultations. The Personalised Medicine Directed Enhanced Service is accompanied by a framework to support SDM implementation which is reproduced in Figure 2.

Figure 2 NHS England shared decision-making Implementation Framework (reproduced from ‘Personalised Care: Shared Decision-Making Summary guide(6))

The four listed components may address all fourteen factors that can influence behaviour. What is needed, is for each ICS to establish the finer detail of the barriers and enablers of their practitioners implementing SDM. This will allow ICSs to tailor each of the four components of the implementation framework to their own needs as they can be designed to change behaviour through a variety of mechanisms.

Prepared public

This includes messaging to the public to empower them to ask questions and participate in decision making when it is offered. Examples of how a prepared public can facilitate practitioners to engage in SDM include, by asking questions they can act as a prompt or a positive social influence by making the practitioner feel that SDM is an expectation. By being receptive to practitioner attempts of SDM, they may motivate the practitioner to persist in attempting SDM.

Supportive systems and processes

This includes access to decision support tools which could make SDM more convenient for the practitioner by making the required tools more accessible and thereby reducing cognitive burden and time commitment. If embedded into prescribing systems, the could even be configured to act as prompts to the prescriber to facilitate SDM.

It also includes leadership, however, guidance regarding the most salient messaging from leadership to elicit behaviour change is necessary. For example, if a large proportion of ICS practitioners feel that their patient population will not be responsive to SDM, then the messaging at leadership level will need to focus on that element.

Trained teams

Whilst training at its most superficial level is designed to give people the required skills to undertake a behaviour It can also be used as a vehicle for addressing numerous other barriers and enablers to behaviour change such as increasing confidence, addressing misconceptions and generating motivation to deliver an expected role.

Commissioned services

When the barriers and enablers associated with teams’ capability and capacity to undertake a new behaviour such as facilitating SDM have been addressed, incentives and benchmarking practice can change behaviour through making SDM a goal that practitioners are motivated to achieve. Perhaps the most recognisable application of incentivisation to change behaviour in primary care is the Quality and Outcomes Framework, which sets goals for example to reduce prescribing of a certain medicine by an a priori set proportion.

Where to go from here?

A survey to help ICSs identify the key barriers and enablers to implementing SDM within their organisation is available on the NIHR East of England Applied Research website.

References

  1. Davis DA, Taylor-Vaisey A. Translating guidelines into practice: a systematic review of theoretic concepts, practical experience and research evidence in the adoption of clinical practice guidelines. Cmaj. 1997;157(4):408–16.
  2. Haines A, Donald A. Making better use of research findings. Bmj. 1998;317(7150):72–5.
  3. Grol R, Grimshaw J. From best evidence to best practice: effective implementation of change in patients’ care. The lancet. 2003;362(9391):1225–30.
  4. Baker R, Camosso-Stefinovic J, Gillies C, Shaw EJ, Cheater F, Flottorp S, et al. Tailored interventions to address determinants of practice. Cochrane Database of Systematic Reviews. 2015;(4).
  5. Atkins L, Francis J, Islam R, O’Connor D, Patey A, Ivers N, et al. A guide to using the Theoretical Domains Framework of behaviour change to investigate implementation problems. Implementation Science. 2017;12(1):1–18.
  6. Personalised Care, Shared Decision Making, Summary guide, Shared Decision Making team within the Personalised Care Group. Shared Decision Making Summary guide. NHS England and NHS Improvement;

Content provided by Debi Bhattacharya, Professor of Behavioural Medicine, University of Leicester & Sion Scott, Lecturer in Behavioural Medicine, University of Leicester

Ground attack alone will not defeat drug-resistant bacteria - Christian Hendriksen, Co-founder and CEO, Rensair

In the battle against COVID, the biggest threat is transmission from inhaling airborne droplets, not from touching contaminated surfaces. Despite a campaign by the world’s leading aerosol scientists, atmospheric physicists and indoor-air researchers, the WHO was slow to react to that knowledge and lost vital ground. In war, any delay in acting upon intelligence costs lives. Looking beyond COVID, that message needs to land. Indoor air quality must now become a central pillar of global public health policy and air purification a weapon in the arsenal of those who apply that policy.

On the BBC’s Andrew Marr Show last Summer, former UK Secretary of State for Health Jeremy Hunt was asked what he thought the incoming role holder should be focusing on. He cited three S’s: Social care system; Staffing; and Safety. On Safety he warned that antibiotics will stop working by the middle of the century and that bacterial resistance to antibiotics will mean more people dying from contracting microbial infections than from cancer.

It’s a threat to humanity that we simply cannot afford to ignore.

In September 2020, The Lancet claimed that “the rise in multidrug-resistant bacterial infections that are undetected, undiagnosed, and increasingly untreatable threatens the health of people” globally. It added that such infections claim at least 700,000 lives per year worldwide and are projected to cause 10 million deaths per year by 2050, costing the global economy US$100 trillion in lost productivity. What we also cannot afford to ignore is that the bacterial infections that threaten us are not only transmitted through touch, but through the air. But yet again, deeply entrenched theories endure and there is a danger that we will be outflanked, even though we are expecting the onslaught.

An article in the Nursing Times sums up the airborne threat perfectly, stating that - in addition to physical contact and ingestion - infectious agents spread through droplets, by direct airborne infection, and by indirect airborne dissemination. A 2010 NCBI report on the role of particle size in aerosolised pathogen transmission reported individuals with infections producing particles between 0.05 and 500 microns. The efficacy of HEPA filtration has been proven at 100% with particle sizes of 0.05 microns and smaller, as well as above 5 microns. More importantly, at the 0.3 microns size, the most difficult to catch given their airborne behaviour, HEPA achieves a minimum performance of 99.97%. The report concluded that “expelled particles carrying pathogens do not exclusively disperse by airborne or droplet transmission but avail of both methods simultaneously and current dichotomous infection control precautions should be updated to include measures to contain both modes of aerosolised transmission.” Yet the health sector still concentrates on fomite transmission far more than aerosol, as if ground troops are the only way to engage the enemy.

Norovirus is a case in point. Often the cause of community-acquired acute gastroenteritis, it is common in healthcare settings, affecting both long-term care facilities and acute care hospitals. Whereas norovirus gastroenteritis is typically mild and resolves without medical attention, healthcare-associated infections often affect vulnerable populations, resulting in severe infections and disruption of healthcare services. With particles approximately 27- 38 microns in diameter, which are easily trapped by HEPA filtration, it is known to spread in aerosol droplets that are created when infected children or adults vomit and/or have diarrhea. Despite that knowledge, preventative measures still focus on fomite cleaning and hand washing, even though, globally, norovirus results in a total of $4.2 billion in direct health system costs and $60.3 billion in societal costs per year.

Before people realised the importance of clean water, cholera and other waterborne pathogens claimed millions of lives around the globe every year. We can predict what will happen with drug-resistant bacteria and we know that it requires a multi-faceted defence system that includes clean air. The Centers for Disease Control and Prevention (CDC) now acknowledges antibiotic resistance as one of the biggest public health challenges of our time and notes that “fighting this threat is a public health priority that requires a collaborative global approach across sectors”. That means extending clean air from hospitals and medical practices to schools, offices and other shared spaces.

The threat from bacterial resistance fighters is very real. In the health sector and beyond, it demands that we meet force with force. It’s time to call upon the air force. 

Content provided by Christian Hendriksen, Co-founder & CEO, Rensair. Rensair is a specialist in portable, hospital-grade air purification, a major supplier to the NHS and an Associate Member of the NHS Confederation. Our technology was developed to meet the strict standards of Scandinavian hospitals and is independently validated by scientific research laboratories.

It’s time to clear the air on the NHS backlog - Christian Hendriksen, Co-founder and CEO, Rensair

The gargantuan scale of the patient backlog has now been exacerbated by Omicron. While staff absences and shortfalls are a much discussed hindrance, there are other issues that play a part in thwarting patient throughput. One such issue is ventilation - or the lack of it.

Poor ventilation contributes to the backlog

Ventilation is critical to infection control. Yet structural under-ventilation has long been a challenge throughout the NHS, mainly due to inadequate existing ventilation systems in older hospitals and prohibitive retrofit costs and disruption. When a highly infectious disease paralyses the nation’s health facilities, poor ventilation has a direct impact in terms of reduced operating capacity (to allow for social distancing) and increased fallow time between treatments (to remove virus particles, especially after Aerosol Generating Procedures).

Air change standards are not widely achievable

Targets for clean air delivery within healthcare are ambitious, and rightly so. The WHO’s latest ventilation roadmap stipulates 160 L/s/patient or 12 ACH where Aerosol Generating Procedures (AGPs) are performed, with a fallback position of 60 L/s/patient or 6 ACH in other areas such as wards. Government guidance, set out within a ventilation addendum to the latest January 2022 infection prevention and control guidance, specifies 10 L/s/person as the lowest common denominator. Even achieving that is a challenge for many NHS buildings. Rather than being an exception, the shortfall in ventilation levels is the norm. The WHO’s advice to ‘consider reducing the maximum room occupancy to meet the L/s/patient standard’ puts severe capacity constraints on hospitals and perpetuates the backlog. Studies of non-epidemic nosocomial infection in hospitals have indicated that 10 to 24% of the infections are spread through the air. Such infections account for 7% in developed and 10% in developing countries, prolonging hospital stays and further contributing to hospital waiting lists.

Post AGP downtime worsens delays

Fallow time is defined as the amount of time an operatory is left empty after an Aerosol Generating Procedure (AGP) to permit the clearance and/or setting of airborne droplets or aerosols. The room must remain empty for a length of time that achieves 99.9% removal of airborne contaminants. A dental appendix to the January 2022 government guidance provides an update on post AGP downtime. Where there are 10 or more ACH, a baseline post AGP downtime of 15 minutes is recommended. However, that downtime increases to 20 minutes where there are 6 to 9 ACH and to 30 minutes where there are 1 to 5 ACH or where the ventilation rate is unknown. Poor ventilation extends fallow time.

Bridging the ventilation gap

To bridge the ventilation gap, the WHO states that ‘If no other (short-term) strategy can be adopted, consider using a stand-alone air cleaner with HEPA filters.’ Portable air purifiers offer a universally practical infection control measure, such that ‘Total Ventilation = Outside Air Ventilation + Portable Air Purification’. By plugging the clean air gap, room occupancy can be increased, adding patient capacity while mitigating risk. In a standard 30m3 dentist surgery room (4x3m with normal ceiling height), an air purifier capable of cleaning 560m3 per hour would change the air 18 times an hour (18 ACH). That means a dentist can operate with the minimum 15 minute fallow period, substantially increasing patient throughput.

The SAGE guidelines are clear

The SAGE committee’s November 2020 report - Potential application of air cleaning devices and personal decontamination to manage transmission of COVID-19 - recommends air cleaning devices for reducing airborne transmission in poorly ventilated spaces. It endorses subtractive technologies (filtration and direct inactivation) - specifically fibrous filtration (HEPA) and germicidal UV (UVC) - which together trap and inactivate the virus, as safe and effective technologies. It should be noted that units must be heavy-duty and hospital grade, with a powerful enough fan to circulate the air and ensure effective cleaning throughout an entire space. SAGE cautions against additive technologies (based on indirect chemical reaction), which lack proof of efficacy and can cause respiratory issues or skin irritation: these include ionization, plasma and photocatalytic oxidation.

HEPA and UVC - a winning combination

The performance of HEPA filtration is well documented. When applied to the current pandemic, it achieves 99.99% efficacy when trapping the typical size of Covid particles (circa 0.1 micron) and the typical size that Covid particles are transmitted when enveloped in respiratory fluid droplets (circa 0.5 microns and above). UVC light at 254nm breaks down the DNA and RNA in viruses and bacteria. The irradiation dose needed for inactivation varies from pathogen to pathogen but, when particles are held in place on a HEPA filter and exposed to a constant and high irradiation dose, 100% of them are successfully disinfected.

Portable air purification is the practical solution

While poor ventilation is one root cause of the NHS backlog, it’s an easy fix. Not only can clean air restore capacity, reduce fallow time and help clear the backlog. There is a sizable energy cost saving in using air purifiers instead of increasing the AHU ventilation rate or opening windows and cranking up the heating: enough to offset the capital cost of the units over a relatively short period. It’s time to get to grips with the NHS backlog. Let’s start by clearing the air.

Content provided by Christian Hendriksen, Co-founder and CEO at Rensair, a UK company that protects and enhances lives through air purification. In a test to determine Rensair’s performance in reducing the concentration of Covid-19 particles in the air, the Danish Technological Institute recorded a particle reduction rate of 99.98% in 15 minutes and above 99.99% in 30 minutes. Furthermore, the test reported 100% elimination of virus particles on the filter, with zero traces detected.

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