Health Business Magazine 12.02

VOLUME 12.2 www.healthbusinessuk.net

OBESITY NT E MANAGEM tic

Diete The British tlines the u o n Associatio to society st o c r e id w to reduce and steps n on the burde the NHS

INFECTION CONTROL

Tackling the norovirus threat head on

LOST IN TRANSLATION?

10 handy tips for procuring translation services

HEALTHCARE IT | HEALTH & SAFETY | PARKING | BUSINESS CONTINUITY

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HEALTH BUSINESS MAGAZINE

CONTENTS 07 HEALTH BUSINESS NEWS

27 PARKING

11 TRAINING

Parking at healthcare sites continues to grab headlines and cause controversy. The crux of the matter still seems to revolve around charging. Alison Tooze of the British Parking Association sets the scene

Management and leadership training are key to the NHS in 2012, explains Chris Kinsella of the Chartered Management Institute

13 BUSINESS CONTINUITY Is the proposed Health & Social Care bill bad news for Business Continuity in the NHS?

15 DESIGN & BUILD A look at some impressive hospital design projects

31 OBESITY MANAGEMENT Obesity is one of the greatest public health challenges in modern times.

The British Dietetic Association explains the future difficulties likely to be faced by the NHS

31 INFECTION CONTROL

Whitchurch Biomass Boiler; South Warwickshire goes solar

Health Business summarises some of the key features of the recentlylaunched ‘Guidelines for the management of Norovirus’ from the Health Protection Agency

19 HEALTH & SAFETY

35 HEALTHCARE IT

New RoSPA handling courses, plus a look at the IOSH conference in March

Healthcare IT News roundup. Plus a look at the BCS Health Informatics conference, which is now free to attend

17 ENERGY

23 TRANSLATION Procuring translation services for the NHS needn’t be a minefield. Geoffrey Bowden, general secretary of the Association of Translation Companies gives a point by point guide

45 SIGN & DIGITAL Learn more about visual communications systems at the Sign & Digital UK event this March

47 PRODUCTS

Comment

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Tired of reform?

As this issue of Health Business goes to press, the Health & Social Care Bill is being scrutinised in the House of Lords, complete with 137 late amendments in an effort to ease the concerns of worried peers.

Government ministers hope the amendments will put the Health Secretary’s responsibility and accountability for the NHS ‘beyond doubt’. But large amounts of doubt remain, particularly from the Royal College of Nursing and the Royal College of Psychiatrists, who issued a statement saying it believed the bill was ‘fundamentally flawed and will not improve the health and care of people with mental illness’.

The editors of three respected health journals also issued a joint statement recently condemning the bill. It could even end up being challenged in the courts. It may be too late. The implementation of many parts of the bill began without royal assent, and five commissioning board directors have already been appointed.

Is the NHS tired of reform? We’ll have to wait and see.

Danny Wright Editorial Director

P ONLINE P IN PRINT P MOBILE P FACE TO FACE If you would like to receive all issues of Health Business magazine for £95 a year, please contact Public Sector Information Limited, 226 High Road, Loughton, Essex IG10 1ET. Tel: 020 8532 0055, Fax: 020 8532 0066, or visit the Health Business website at:

www.healthbusinessuk.net PUBLISHED BY PUBLIC SECTOR INFORMATION LIMITED

226 High Rd, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 Fax: 020 8532 0066 Web: www.psi-media.co.uk EDITORIAL DIRECTOR Danny Wright ASSISTANT EDITOR Angela Pisanu PRODUCTION EDITOR Karl O’Sullivan PRODUCTION CONTROLLER Jacqueline Grist WEBSITE PRODUCTION Reiss Malone ADVERTISEMENT SALES Jo Lyons Kim Fouracre, Amanda Frodsham, Jeremy Cox ADMINISTRATION Victoria Leftwich, Lucy Carter SALES SUPERVISOR Marina Grant PUBLISHER Karen Hopps GROUP PUBLISHER Barry Doyle REPRODUCTION & PRINT Argent Media

© 2012 Public Sector Information Limited. No part of this publication can be reproduced, stored in a retrieval system or transmitted in any form or by any other means (electronic, mechanical, photocopying, recording or otherwise) without the prior written permission of the publisher. Whilst every care has been taken to ensure the accuracy of the editorial content the publisher cannot be held responsible for errors or omissions. The views expressed are not necessarily those of the publisher. ISSN 1362 - 2541

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NHS PERFORMANCE

Kings Fund report shows NHS performance holding up despite squeeze The latest monitoring report from The King’s Fund shows that NHS performance is continuing to hold up, despite financial challenges.

Performance against key indicators for waiting times and infection rates remains on track, although national statistics mask significant variation in performance between hospitals.

The report focuses on delays in transferring patients out of hospital, and finds that the number of patients experiencing delayed transfers of care has fallen to its lowest level since this data has been collected.

This is to be expected as the data follows a strong seasonal pattern - the long-term trend on both measures remains stable.

In December 2011, 3,659 patients experienced a delayed transfer of care, a 5.6 per cent fall on the same month last year. The total number of days delayed fell to 112,999, a three per cent fall on December 2010, although the average delay increased slightly to 31 days.

10 out of 23 NHS finance directors questioned for the report indicated that delayed discharges are increasing in their health economy, suggesting some local variation.

The survey also confirmed that many NHS organisations are using demand management techniques to meet productivity targets.

Professor John Appleby, Chief Economist at The King’s Fund said: “The NHS continues to perform well, despite significant financial pressures. However, less than a year into a financial squeeze that will last for several years, the pressures already emerging in some trusts highlight the scale of the challenge ahead.

Our analysis suggests that new funding to promote joint working between health and social care has, for the time being at least, ensured that delayed discharges remain stable.”

DOWNLOAD THE KINGS FUND REPORT:

How is the NHS doing? http://tinyurl.com/82tyd9e

News

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

NEWS IN BRIEF David Flory has been confirmed as the first chief executive of the NHS Trust Development Authority (NTDA), which will provide governance and oversight of NHS Trusts. He will continue as deputy NHS chief executive until March 2013, one month before the NTDA launches. tinyurl.com/84ngu2p

RCGP urges withdrawral of Health & Social Care Bill The Royal College of General Practitioners has written to the prime minister calling for the complete withdrawal of the Health and Social Care Bill despite a further 137 amendments to the legislation. The college says it remains concerned that the bill will cause irreparable damage to the care of patients “and ultimately bring about the demise of a unified, national health service” in England. tinyurl.com/8344gkl

HEALTHCARE REFORM

New limited company to manage PCT estates A government-owned company that will own and run the PCT estate has been announced. NHS Property Services Ltd will take ownership of and manage part of the existing PCT estate that will not transfer to National Health Service community care providers under the plans set out in the Health & Social Care Bill.

The firm was registered at Companies House in December with the Department of Health’s commercial director Peter Coates and DH official Benjamin Masterson listed as directors. It is expected to take over assets owned by PCTs, such as offices

and health centres, community hospitals and clinics. In his statement, Lansley confirmed that the company: “Would hold property for use by community and primary care services, including for use by social enterprises; deliver value for money property services; cut costs of administering the estate by consolidating the management of over 150 estates; deliver and develop cost-effective property solutions for community health services; and dispose of property surplus to NHS requirements”.

Karen Prosser, head of health sector at property advisors EC Harris, gave the news a cautious welcome. She stated:

“The idea of having one body to oversee management of the former PCT estate where clinical services are not performed in is a good idea. In theory, it should enable the public sector to maximise the efficiency around management costs as well as the value it could achieve should it dispose of assets”.

While no plans regarding staffing have been announced, the company may recruit graduate surveyors as management contracts come up for renewal. tinyurl.com/82l4x63

PFI HOSPITALS

Seven Trusts named for £1.5bn PFI fund Seven NHS Trusts who have demonstrated that they face serious structural financial issues may receive additional support.

In October, the DoH anounced it would provide support to a small number of NHS Trusts with historic PFI arrangements that were unable to demonstrate the necessary long-term financial viability.

The seven trusts are: Barking, Havering and Redbridge, St Helens and Knowsley, South London, Peterborough and Stamford, North Cumbria, Dartford and Gravesham and Maidstone and Tunbridge Wells.

Any Trusts that can satisfy the rigorous

tests will have access to financial support of up to £1.5 billion in total over a period of 25 years. Some of this funding will be available from 2012/13.

Health Secretary Andrew Lansley said: “The NHS is delivering great results for patients but we know that a small number of Trusts with PFI arrangements have historic problems that make it difficult to manage financially.” tinyurl.com/8xpdbe5

Extra Dentistry funding announced £28 million in extra funding has been announced in a Government drive to increase the number of people able to access an NHS dentist.

The funding will be given to PCTs to increase the number of appointments with NHS dentists, and providing care in people’s homes for people who can’t travel to see an NHS dentist. tinyurl.com/7qxhzrd

Volume 12.2 | HEALTH BUSINESS MAGAZINE

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HEALTHCARE REFORM

NHS campaigns

Personal Health Budgets discussion paper launched by DoH A discussion paper which explores personal health budgets for people receiving NHS continuing healthcare has been published by the DoH. It is aimed at healthcare professionals who will have a specific role in the initiative.

Personal health budgets are currently being piloted in England, with over 2,700 participants across 20 sites. A number of sites are piloting personal health budgets with people eligible for NHS continuing healthcare.

In October 2011, the Secretary of State for Health announced that subject to the evaluation, by April 2014 everyone in receipt of NHS continuing healthcare will have a right to ask for a personal health budget, including

a direct payment. This will form part of a broader rollout of personal health budgets to people with long term health conditions.

At the heart of a personal health budget is a care plan which sets out the individual’s health and social care needs and includes the desired outcomes, the amount of money in the budget and how this will be spent.

The care plan has to be agreed between the individual and the professional, before being checked and signed off by the NHS.

Nappy Sack safety campaign rolled out across NHS

FOR MORE INFORMATION VISIT http://tinyurl.com/7sa9q5n

URGENT CARE 111 NUMBER

Clinical commissioners ‘disengaged’ over 111 number, says NHS Alliance The new urgent care telephone number NHS 111 may have the potential to bring real benefits to the health care system but is in danger of getting lost in translation, according to a recent NHS Alliance survey. It suggests that the new clinical commissioners currently feel a lack of engagement with NHS 111, despite being the key people responsible for its implementation by April 2013.

The survey found that current clinical engagement appears to be poor and clinical leaders feel that this is another example of top down policy rather than local innovation.

Only 11 per cent of clinical leaders have experienced ‘good engagement; my view was taken into account’, with 32 per cent saying there has been ‘some engagement, but no real ability to affect decision making’ and 55 per cent saying there was ’little or no engagement’. 77 per cent of respondents said that there is ‘little scope for local clinicians to shape this service to meet local needs’.

Rick Stern, urgent care lead, NHS Alliance, said: “We remain supportive of the idea and want to work in partnership with the Department of Health and other national partners to ensure that local commissioners are actively involved in the development of NHS 111. However, our members

currently feel disengaged and believe there is little room for local flexibility.

Stern continiued: “We need to take steps to address this now, as otherwise both the 111 programme and the credibility of local clinical commissioning will suffer.

While there is support for NHS 111, in principle, there are substantial concerns about the speed and style of implementation.”

The survey highlights examples where local systems have decided to vary the way 111 is to be implemented locally, as part of a clear view of how to develop integrated 24/7 urgent care. It also demonstrates that clinical leaders are wary of top down implementation.

One survey respondent said: “I have strong reservations about 111. The whole of the NHS reforms are being manageriallyled and the clinically-led proclamations seemed to have been purely an aspiration which has now been all but sadly lost.”

In its discussion paper, the NHS Alliance makes a number of recommendation to address clinical leaders’ concerns and boost the level of local engagement and influence.

VIEW THE DISCUSSION PAPER http://tinyurl.com/7y2o7nc

News

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

A campaign alerting parents to the risks of babies being suffocated by nappy sacks is being rolled out across the NHS. Public Health teams are being issued with a toolkit after efforts to tackle the problem hit stumbling blocks in Europe.

“We will continue to explore every avenue to bring about changes to the packaging and the bags themselves at a European level, but we feel this issue can’t wait,” said Children’s accident prevention co-ordinator and campaign founder Beth Beynon, who has won support from the Child Accident Prevention Trust (CAPT), the Royal Society for the Prevention of Accidents (RoSPA) and Children in Wales (CIW).

Watch the Nappy Sack campaign PIF http://tinyurl.com/7csdlrw

Be Clear on Bowel Cancer The first national cancer campaign to raise awareness of the symptoms of bowel cancer was launched at the end of January.

The Be Clear on Cancer campaign adverts appeared for nine weeks until the end of March. The campaign was piloted in the South West and East last year. GPs saw the number of people over the age of 50 presenting with the relevant symptoms increase by 48% http://tinyurl.com/8x4n3kz

RECRUITMENT

Race is on to find CCG finance officers The DoH has launched the recruitment process for more than 200 chief finance officers for clinical commissioning groups (CCGs).

NHS North West director of finance Jane Tomkinson, leading the initiative, said the Department wanted the pool to be finalised by the end of March to support the CCG

authorisation process. Initially the recruitment is likely to involve PCT cluster and locality finance directors and assigned CCG finance directors, but Tomkinson stated: “We intend to extend the accreditation process to capture other individuals who may be uncertain about their future options and aim to prevent the

leakage of senior finance professionals from the NHS. We aim to have a pool of finance leaders who have gone through an accreditation process. We will have done the legwork to assure quality but the recruitment into local posts will be done by CCG leaders.”

http://tinyurl.com/6qfvlt4

Volume 12.2 | HEALTH BUSINESS MAGAZINE

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COMPETITION IN THE NHS

Office of Health Economics report into NHS competition published The Office of Health Economics (OHE) has released the report of its Commission on Competition in the NHS. It concludes that, on the best available evidence, competition at regulated prices has improved the quality of some NHS services. It also finds no evidence to suggest that competition hampers integration.

The Commission was launched in February last year to investigate whether, how and where in the health services competition may be beneficial or harmful overall. The report, released on 31st January, sets out the evidence compiled.

In the report’s foreword, Jim Malcomson, Professor of Economics at the University of Oxford, states: “The OHE Commission’s report is certainly not the last word on the role for competition in the NHS: the evidence available is more limited than we would have liked and theory can take us only so far. We have, nevertheless, developed a framework for assessing the role for competition in health services. We have, moreover, tried out our framework in workshops with commissioners of NHS care, who found it sensible and useful for practice.”

Measuring effectiveness The likely effectiveness of competition can be assessed before it is tried using an analytical tool developed by the OHE as a result of the commision. The report recommends that ‘Any qualified provider’ arrangements allowing patients, helped by their GPs, to choose where to get their healthcare are suitable in some cases.

In others, competitive procurement by local NHS commissioning bodies will be more appropriate.

It states that routine publication of patient outcome measures should be expanded to enable evaluation of the effects of competition.

Commenting on the report, NHS Confederation chief executive Mike Farrar, said: “Competition should never be an end in itself. Competitive processes need to focus on the improvement of services across the system and ensure that poor providers of care are stamped out. Competition

will be a key weapon to help clinical commissioning groups ensure that substandard care is never the only option for their patients.

Farrar continued: “Poorly thought through tendering processes risk fragmenting patient care and increasing costs in the long term, even if the specific service being tendered comes in at a lower price.

Regulation “Regulation is key to competition being a success. However, it is important that Monitor’s new duties do not place an extra burden on NHS organisations. The NHS needs an effective and intelligent regulator that allows space for innovation, new market entrants and service redesign, not unnecessary costs and bureaucracy.”

David Worskett, director of the NHS Confederation’s NHS Partners Network, added: “This report takes an informed and balanced view of the benefits that competition can bring to patients and the standards of NHS care they receive.

“As the authors of this report rightly point out, competition does not equate to privatisation. We need to move beyond this debate. Competition is a key means in allowing those responsible for public funds to improve patient care, not the threat which is sometimes suggested.

“Having a range of providers in healthcare is crucial for promoting innovative treatment and spreading best practice. If the NHS turns its back on competition now, it may hinder its response to the huge demographic and financial challenges it faces in the next 20 years.

“Strong economic regulation and quality commissioning will be key to managing competition and integration. We need an effective regulator to ensure that commissioners act in the best interests of patients and taxpayers to provide seamless care.”

FOR MORE INFORMATION VISIT http://www.ohe.org

Mike Farrar, NHS Confederation chief executive

News

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

NEWS IN BRIEF Sustainable Cost Improvement guide launched Jointly published by Monitor and the Audit Commission, Delivering sustainable cost improvement programmes guide looks at the evidence from cost improvement plans (CIPs) across the NHS. Aimed at acute, ambulance, mental health and specialist NHS trusts and foundation trusts. the guide provides examples of how NHS trusts and foundation trusts can deliver CIPs whilst improving patient care, patient satisfaction and safety. tinyurl.com/8yfsjjz

Two new Monitor directors Keith Palmer and Sigurd Reinton have been appointed as non-executive directors of Monitor. Both will serve a four year term. Among other commercial interests, Reinton was chairman of the London Ambulance Service NHS Trust for ten years until 2009. Palmer is currently a senior associate of the Nuffield Trust. He has previously been non-executive director of Guys and St Thomas’s NHS Foundation Trust, Chairman of Barts and the London NHS Trust and Senior Associate of the Kings Fund. Both appointees will receive remuneration of £325 per day, for a commitment of 2-3 days per month.

Circle to bring in new management at Hinchingbrooke Hinchingbrooke Hospital in Cambridgeshire has been taken over by Circle, an organisation which is co-owned by doctors. The £1bn deal over 10 years sees Circle take on all the financial risks of making the hospital more efficient and paying off its debts. Circle chief executive Ali Parsa said: “Like John Lewis, Circle are employee co-owned, and have a track record of creating best-in-class hospitals by devolving power to the clinicians and staff who are closest to patients. We are confident that we can do it again in Hinchingbrooke.”tinyurl.com/6sflsaw

Volume 12.2 | HEALTH BUSINESS MAGAZINE

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HEALTH BUSINESS MAGAZINE | Volume 12.2

TPM’s financial project management excellence Projects are risky, and projects in technical areas can be difficult to get right. TPM specialises in working with corporate functions, dealing with technical areas such as tax and finance, providing assurance that large and complex projects are effectively delivered and change the business in the way they are intended.

TPM’s experience comes from a background working on tax projects and developing the project management capability of professional partnerships.

The company has extensive experience of working with clients in many industry areas, in the private and public sector.

Services include managing implementations - for example of new structures, processes or software; and managing transitions, such as changes of supplier. Drawing on best practice, and working alongside existing specialist advisors, TPM ensures projects are implemented successfully and benefits are realised. It focuses on making

things happen, providing a robust framework for managing costs, personnel (both internal and external), and managing the quality of outcomes.

TPM understands the often conflicting demands faced by executive-tier management in that it is often difficult to manage the peaks of resource demand when projects arise. Using its expertise and knowledge, TPM enables business leaders to free up in-house resources whilst at the same time achieving high-quality outcomes, within deadlines and budgets.

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LEADERSHIP TRAINING

Training

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

TRAIN AND TRAIN AGAIN Christopher Kinsella, Interim Chief Executive, Chartered Management Institute explains why management and leadership training are key to the NHS in 2012 At the end of 2011 we saw a Health Select Committee Inquiry into Education, Training and Workforce Planning in the health sector.

The committee looked at the NHS’s main aim of meeting changing patient/population needs in clinically- and cost- effective ways, through training and workforce.

With 2012 set to be another year of belttightening, the Chartered Management Institute (CMI) welcomes the Committee’s timely inquiry into education, training and workforce development in the health sector.

We have consistently called for a much greater emphasis on leadership and management skills development in the NHS, and this Committee inquiry should be encouraged as we see management and leadership training playing a key part in ensuring the NHS continues to improve patient outcomes, deliver increasingly complex integrated care and cut costs wherever possible.

The CMI has worked with a wide range of employers and individuals in the NHS to improve management and leadership skills.

The results, which are supported by the findings of Government sponsored research (Assuring the Quality of NHS Senior Managers research report by PriceWaterhouseCoopers (February 2010) show that improving leadership and management skills, including good employee engagement, leads to better staff performance, which in turn can only lead to more satisfied patients and better communication so that mistakes are avoided.

DEVELOING LEADERSHIP SKILLS What’s more, improving leadership and management skills ultimately saves the NHS money as problems and mistakes are avoided and efficiencies gained. For example, the NHS Institute for Innovation and Improvement estimates that its work has potentially saved the NHS £6bn over the last few years. For this reason alone, all NHS managers, whether clinical or non-clinical, should have the opportunity to develop and professionalise their leadership and management skills. By doing so, they will be better equipped to deliver the ambitious reforms being introduced by the Government and ensure that patients needs are met.

However, we believe that much work is still to be done if the Government is serious about achieving its Quality, Improvement, Productivity and Prevention (QIPP) efficiency targets and introducing a completely new structure of commissioning, education, training and workforce development at the same time.

We very much welcome the creation of the

National Leadership Academy, the successor body to the National Leadership Council, but urge Government to pick up the pace in its implementation so that the achievements of its predecessor, the now defunct National Leadership Council, are not lost.

NATIONAL LEADERSHIP ACADEMY The launch of the National Leadership Academy is great news for NHS managers, as it is an opportunity to address the confusion that comes from several organisations having responsibility for developing skills. By establishing the Leadership Academy, the Government have given voice to the importance of building skills and performance against one set of professional standards and ensuring that all staff can develop their management skills to the same professional standards.

The creation of the new Academy is also a signal that the role managers and leaders play in the NHS is gaining recognition. By giving all staff‚ whether clinical or nonclinical, the same opportunity to develop leadership skills NHS leaders have taken a significant step towards creating an NHS where standards are consistent and where an integrated approach to decision making will put patients at the heart of the health service.

on Government, NHS employers and staff to raise the bar in terms of leadership and management skills, so as to deliver improved patient care and to ally the public, perception of alarming variations in care standard levels, particularly at the acute hospital trust level.

Ultimately, in the face of turbulent times within the NHS, if levels of patient care

Improving leadership and management skills ultimately saves the NHS money as problems and mistakes are avoided and efficiencies gained. For example, the NHS Institute for Innovation and Improvement estimates that its work has potentially saved the NHS £6bn over the last few years.

We are also keen to learn more about the new arrangements for education and training, and how the new structure will deliver much-needed improvements in leadership and management skills, both for clinical and non-clinical managers, particularly in terms of demonstrating what good management and leadership looks like.

RAISING THE BAR With the crucial recommendations of the Mid-Staffordshire inquiry keenly anticipated in the first half of this year, the pressure is

are to remain at the high level that the NHS prides itself in achieving, training must be accredited and targeted so that the skills our NHS managers and leaders develop are world class. We look forward to working with Government and its agents to encourage employers and individuals to invest in professional leadership and management skills, for the benefit of NHS staff and patients alike. L FURTHER INFORMATION www.managers.org.uk

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HEALTH BUSINESS MAGAZINE | Volume 12.2

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ESSENTIAL THINKING

Business Continuity

BUSINESS CONTINUITY

Changes to the structure of the NHS are threatening to hinder progress in embedding business continuity into mainstream strategic and operational planning

EMERGENCY PLANS All NHS-funded organisations are required to plan and implement emergency plans, including business continuity plans, as though they were Category 1 or 2 responders under the Civil Contingencies Act 2004.

This includes ensuring that arrangements made are appropriate to local circumstances, and built on risk assessment, cooperation, emergency planning, sharing information and communication with the public.

It is probably too early to say how effective this model can be and the jury is still out. Mike Lees, resilience manager at Barnsley Hospital Trust is an enthusiastic supporter, saying “it does what BS NHS25999 failed to really achieve – it talks the language of health professionals.

They can see their world in it and consequently can implement in a meaningful way.” A different point of view has been expressed by others however, who feel it is too far reaching, it tries to encompass too many things and has a danger of failing through its over ambition.

There has been a major push in the NHS to embed business continuity into mainstream strategic and operational planning, but threatened and imminent changes to the structure of the NHS (in particular the primary care configuration) is hindering progress as is lack of direction for non-medical activities.

SUCCESSFUL BUSINESS CONTINUITY Two key success factors in BCM are making sure those with business continuity roles are trained appropriately, and secondly raising awareness of the need for and benefit of business continuity planning. A simple checklist as

Written by the Business Continuity Institute

The health sector has always had in place crisis management mentality and the ability to deal with a major incident scenario. As such, it is entirely logical that business continuity took a back-seat and that when it did get raised in seemed to fit in the conventional emergency management portfolio.

BS25999-1 was picked up by the National Health and re-published with just some supplementary notes as a standard that could be adopted throughout the NHS. It was not surprising that a standard designed primarily for wide general business acceptance gave problems of interruption for the health service. To make it more in line with standard practice, additional work was undertaken which gave rise to the development of the Publicly Available Specification (PAS) 2015 in 2009. This document recommends techniques for improving and maintaining resilience for NHS-funded organisations that build on the activities that are already in progress.

part of their awareness raising activities is recommended. As a start, you need to be aware of your key services and the activities and resources needed to deliver these services.

One of the original reasons for emphasis on business continuity planning in the NHS related to ensuring that the NHS was able to continue to deliver its services even if impacted by the same incident that had generated the civil emergency. This has tended to explain the reason why business continuity and emergency planning functions have often been combined. However, while they share common objectives, the two disciplines are quite different. Lee Glendon, head of

priorities, should they face a disruption.”

With the additional responsibilities likely to be given to GPs, it is a concern that BCM might be neglected. GPs are not under any obligation to have business continuity plans, a problem which has been flagged up as an issue within the NHS. One of the challenges is that many GP practices are quite small and GPs do not have the staff or time to develop BCM arrangements; many GP practices also host other health and social care services from the same building and they may not have a good overview of how these other services may be affected by their own business continuity decisions.

So the transition of PCT responsibilities

With the additional responsibilities likely to be given to GPs, it is a concern that BCM might be neglected. GPs are not under any obligation to have business continuity plans. campaigns at the Business Continuity Institute explains: “For a start, BCM is not just about dealing with major incidents; there are plenty of other sources of disruption that are not emergency-related. This partly explains, for example, why many organisations developed pandemic plans as separate activities to business continuity programmes. Emergency Planning may not be an automatic stakeholder in certain business decisions, where business continuity thinking would be essential.”

“Outsourcing is one reason why supply chain resilience is such a hot topic in BCM. Most organisations have some level of dependency on suppliers and BCM is an excellent method to identify and qualify the importance of specific suppliers, not just in terms of spend but also in terms of validating where your organisation’s needs fit in their

to GP consortia holds a degree of risk in terms of which entity will carry the statutory obligation to implement and maintain BCM. In conclusion, good progress has been made with introducing BCM into the NHS. Some of the ‘gaps’ identified in the past, such as GPs practices not being obliged to have business continuity plans, need to be tackled. The proposed changes to commissioning which involve a transfer of BCM responsibilities from PCTs to GP consortia might be an issue, given the immaturity of GPs in matters related to business continuity. As the process of change unfolds, vigilance is required to ensure that the good work and investment in BCM is not lost in transition. L FURTHER INFORMATION www.thebci.org

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CONSTRUCTION

BAM Construction appointed to build Musgrove Park centre Taunton and Somerset NHS Foundation Trust has appointed BAM Consruction to complete the £34 million centre at Musgrove Park Hospital. Work will now start in March, and the first patients will be treated towards the end of Autumn 2013.

The new three-storey centre will have 112 single rooms with en-suite facilities, replacing wards one to five in the old building. It will be one of the few NHS developments in the country with all single rooms.

Chairman Ros Wyke said: “This is excellent news for the people of Taunton and Somerset and confirms Musgrove Park’s position as a major centre for complex surgical work.

I am delighted that we have appointed BAM and we look forward to working with them.”

Chief executive Jo Cubbon said: “The existing facilities in the Old Building have served us well over the last 70 years but

we now look forward to working with BAM to develop the most modern and attractive ward facilities, fit for the 21st Century. This will strengthen our ability as a hospital to manage emergency and complex surgical cases in line with our ambitions to provide excellent services to the people we serve.”

BioCampus to create 5000 jobs The Liverpool BioInnovation Centre is the first step towards the creation of a city centre BioCampus that will place Liverpool alongside Boston and Singapore as a leading international centre for the Life Sciences. Plans have been submitted to Liverpool City Council for the first phase of the 2 million sq ft project that aims to give Liverpool a new global economic identity.

The BioCampus will create up to 5,000 jobs and is being driven by a partnership between the Royal Liverpool and Broadgreen University Hospitals NHS Trust, the University of Liverpool, Liverpool John Moores University, the Liverpool School of Tropical Medicine and other partners.

The current planning application for the Liverpool BioInnovation Centre will create a 70,000 sq ft building with state-of-the-art commercial scale laboratory space where new life-saving treatments and technologies can be tested and developed for the commercial market place.

Chief executive of the Royal Liverpool and Broadgreen University Hospitals NHS Trust, Tony Bell explained: “The key to successful knowledge economies is being able to connect academic and specialist research assets to emerging technologies that have major market potential, which is the Silicon Valley model and it’s something that the BioCampus has been designed to emulate.”

In brief Kirkcaldy’s Victoria Hospital’s new wing is open for business after months of preparation and planning. The new wing is part of NHS Fife’s General Hospitals and Maternity Services (GH&MS) Project which also includes the closure of Forth Park Hospital and the move of maternity services to the new wing and the move of A&E services to the new wing with a dedicated minor injuries service at Queen Margaret Hospital.

As well as a huge emphasis on design and layout to improve the flow of the hospital, it has a number of features to keep patients safe and ensure visitors are closely monitored.

Design & Build

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Duchy Hospital extention Millbay-based Architects Design Group (ADG) has been appointed to design a £3million extension to Cornwall’s only private hospital. A specialist healthcare team will design a new operating theatre, cardiac catheterisation laboratory, recovery suite, day case unit, outpatient extension, conference room, dining room, kitchen and secretarial space at Duchy Hospital, at Treliske, in Truro.

The investment will enhance the hospital’s facilities and meet growing demand for its services, including treatment of patients referred by the NHS. ADG was appointed following a tender process by Ramsay Health Care. The investment will significantly enhance the hospital’s facilities, including the treatment of patients referred by the NHS. Newham University Hospital’s new A& E entrance provides single and easy access to treatment while redevelopment work continues.

In September 2011, the Trust secured funding to redevelop and refurbish the Emergency Department and Urgent Care Centre in time to meet the surge in demand anticipated during the London Olympics. The redevelopment expands the facility for the residents of Newham. Attendances reached 112,785 in 2010/11. Work continues within the main building.

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Aberdeen Royal Infirmary saves with Spirax Sarco EasiHeat systems

A new rapid method for Pseudomonas testing of water from Latis Scientific

Switching its domestic hot water and heating from shell-and-tube calorifiers to EasiHeat™ systems from Spirax Sarco has delivered energy savings of at least 15 per cent at Aberdeen Royal Infirmary.

Replacing the hospital’s ageing calorifiers has also saved up to three weeks of maintenance work each year, since the old systems had to be stripped down for regular insurance inspections.

“We made the decision to change because one of the calorifiers was nearing 55 years old,” says Aberdeen Royal Infirmary’s Estates Officer Trevor Stirton. “They were high maintenance and we knew that modern systems would be more energy efficient. We don’t have the new systems metered for steam consumption so we can’t say exactly what they’re saving, but it is estimated to be up to 15% overall for the heating and domestic hot water applications we have replaced.”

Latis Scientific is a specialist provider of laboratory and technical services within the healthcare industry.

Pseudomonas aeruginosa has been added to other accredited rapid methods such as E.coli & Coliforms, meaning that Latis can provide the weekly water quality testing results for hydrotherapy pools in 24 hours.

This method can also give an effective means for testing AER rinse waters following failures and hot and cold water systems in intensive care wards to ensure patient risk is reduced.

The Latis UKAS accredited laboratories are based in Central and East London, and capabilities also include the provision of chemical purity assays and the isolation of the key microbiological contaminants of concern to the healthcare industry - such as Mycobacterium,

aM&T

EasiHeat systems use compact plate heat exchangers to provide hot water on demand. This eliminates the need for hot water storage and the resulting reduction in heat losses leads to greater energy efficiency. The removal of hot water storage also saves space and potentially helps eliminate problems associated with Legionella pneumophila contamination, which is a risk in any system that stores hot water.

FOR MORE INFORMATION Tel: 01242 535319 uk.enquiries@ uk.spiraxsarco.com www.spiraxsarco.com/uk

Clostridium, Staphylococcus species and emerging pathogens such as Acinetobacter baumannii.

In addition to laboratory services, the Latis team of chemists and microbiologists can provide both on site consultancy and project work. For example, the company is currently commissioning a research project in conjunction with a number of both private and NHS hospitals to determine isolation rates for Environmental Mycobacterium from reverse osmosis waters.

FOR MORE INFORMATION Tel: 0208 853 3900 www.latisscientific.co.uk

automatic Monitoring & Targeting 10th Annual conference and exhibition

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HEALTH BUSINESS MAGAZINE | Volume 12.2

HEATING & POWER

Biomass boiler installed at Whitchurch Whitchurch Community Hospital has installed a state-of-the-art biomass boiler as part of its Carbon Management Programme.

The Hamworthy Biomatic boiler has an output of 250 kW and was installed during a period of cold weather last Winter, so it immediately had to work round the clock using up to 20 tonnes of wood a week.

The boiler uses wood pellets purchased from a local company through NHS Purchasing.

The fuel feed from the silo to the boiler is fully automatic via a mechanical auger and intermediate hopper system, with an infra-red

sensor for fuel level. During Winter, the storage silo is filled every two to three weeks. Unlike other biomass boilers that require continuous burning and trickle fuel feed, the Biomatic has fully automatic ignition with self-extinguish and auto-restart during periods of no demand. This helps save fuel and reduce carbon emissions.

The cost of installing the boiler falls to the PCT capital budget, and the Renewable Heat Incentive money will go directly to the hospital.

Mike Ball, Estates Officer at South Staffordshire & Shropshire Health Care NHS Foundation Trust, was responsible for the project’s implementation.

Energy

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Energy News South Essex makes savings on PC power South Essex Partnership University NHS Foundation Trust has made immediate power savings of over 20 per cent per computer since deployment of Verdiem’s Surveyor IT energy management software.

The software provides the Trust with actual, monitored power usage measurements. By powering down its PCs safely when they are not in use, the trust has been able to secure an immediate saving of 22.7% per PC, equivalent to annual energy savings of 99,900 kWh across its 1,800 PCs, saving £10,000 in Year One.

Retrofit drive saves air handling energy costs for Bradford Hospitals

PHOTOVOLTAIC POWER

Community project sees South Warwickshire Hospital go solar Solar panels have been fitted at a Stratford-upon-Avon hospital in a bid to cut to cut energy bills. Community Energy Warwickshire has worked with the South Warwickshire NHS Foundation Trust on the project.

Solar panel supplier Eco2Solar were chosen to install the panels and it is the first time a community-based renewable energy project has been installed at an NHS site. The panels are expected to produce more than 8,000 kWh a year of renewable energy for the hospital.

Keith Sinfield, CEW chairman, said: “We are delighted our partnership with South Warwickshire NHS Foundation Trust is already generating renewable energy and look forward to working with the Trust on energy saving initiatives.” Warwick Hospital is also set to have panels fitted in the coming months

SUSTAINABILITY

Sustainability in the NHS report The NHS Sustainable Development Unit has launched its new publication ‘Sustainability in the NHS: Health Check 2012’. The report gives an insight into how NHS leaders and the public view sustainability in the health service.

The document highlights three pieces of new research - a survey of NHS leaders

Energy savings of over £26,000 a year are expected at hospital sites in Bradford following the installation of ABB standard drives for HVAC to 28 air-handling units at Bradford Royal Infirmary and St Luke’s Hospital.

The drives are installed in critical areas such as theatres and infectioncontrolled zones where airflow is controlled to promote safety and comfort. The load on the AHUs varies with outside temperature, but the biggest difference is between day and night, with fans typically running at half speed at night.

The new drives are rated from 750 W to 30 kW and are expected to save more than 200 MWh a year.

Installation and commissioning had to be carried out without disrupting critical air-handling operations, which was possible because of the redundancy already built into the hospital’s systems. The project was part of a wider initiative by Bradford Teaching Hospitals NHS Foundation Trust to save energy as part of its preparations for the introduction of the CRC Energy efficiency Scheme.

The draft policy includes specifying the application of variable-speed drives on all future motors.

showing the importance of sustainability in driving up quality, productivity and value; an Ipsos MORI public opinion survey demonstrating how sustainable the public think the NHS should be; and the latest NHS carbon footprint. Taken together this research supports the need for a sustainable healthcare system.

Volume 12.2 | HEALTH BUSINESS MAGAZINE

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net Quality

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HEALTH BUSINESS MAGAZINE | Volume 12.2

ACCIDENT PREVENTION

RoSPA comments on PHO Framework H&S events Safety & Health Expo 2012 accident prevention indicators May 15-17, NEC, Birmingham The Royal Society for the Tom Mullarky Prevention of Accidents has welcomed the inclusion of four explicit accident prevention indicators in the new Public Health Outcomes Framework, but says the challenge now is to ensure local authorities and healthcare commissioning groups give them the attention they warrant.

The Public Health Outcomes Framework sets out the desired outcomes for public health across England and how these will be measured, and contains four indicators directly related to accident prevention. These are ‘killed or seriously injured casualties on England’s roads’, ‘hospital admissions caused by unintentional and deliberate injuries in under 18s’, ‘falls and injuries in the over 65s’ and ‘hip fractures’.

A range of additional indicators are indirectly related to accident prevention, including mortality from causes considered preventable, excess winter deaths, utilisation of green space for exercise/health reasons and older people’s perception of community safety.

RoSPA is waiting to see how the accident prevention indicators will be linked to the health premium, a crucial incentive for action according to the charity.

Errol Taylor, RoSPA’s deputy chief executive, said: “The crucial issue now is that sufficient resources are devoted to accident prevention, particularly to arrest the worrying trend of rising home and leisure accidents that we have seen in recent years. Notable successes in road

safety have been achieved over the past three decades, thanks to the strategic oversight and sustained investment that this subject has received, and we hope this approach will now be replicated for home and leisure safety.

“It is crucial that all the accident prevention indicators are considered when Joint Strategic Needs Assessments are conducted and we look forward to working closely with directors of public health and health and wellbeing boards to help them develop costeffective injury prevention strategies that are relevant to the needs of their local populations.”

Tom Mullarkey, RoSPA’s chief executive, said: “The choice facing the NHS is so often defined as: find more resources or cut services. At a time of ever-growing demand, a more attractive alternative is to equip people with the skills they need to avoid accidents and the consequential visits to hospital. Home and leisure accidents cost much of the £15-20billion the NHS needs to save and a focus on preventing these accidents would enable the NHS to continue to deliver its vital services within its financial constraints. That is why accident prevention is important at every level, from individual to local, as well as regional and national.”

RoSPA has contributed to the debate surrounding the reorganisation of public health through consultation and inquiry responses.

Safety & Health Expo 2012 takes place from 15-17 May at the NEC, Birmingham. The event features support from the key industry partners – IOSH, RoSPA and BSIF. Exhibition features enable delegates to learn about new developments in the industry through practical demonstrations, comprehensive seminar programmes and advice from top professionals.

The SHP Legal Arena is a three day programme on legislation and regulation, reporting on some the key legal developments of the last year, as well as analysis of some of the biggest cases and law advice from leading barristers and solicitors.

Occupational Health Theatre sessions focus on stress management, ergonomics, behavioural safety, equality and diversity www.safety-health-expo.co.uk

IOSH Conference & Exhibition March 6/7, Manchester Central

FOR MORE INFORMATION VISIT www.rospa.com/publichealth

TRAINING

New courses for safer handling The Royal Society for the Prevention of Accidents is launching new Safer People and Manual Handling Trainers Courses with BTEC accreditation at Levels 4 and 3.

The Safer People Handling Trainers Course is for managers, supervisors and those responsible for educating others in the moving and handling of people within the health or social care sector and education sector. It will use a flexible approach, and will teach how to ‘handle people with dignity’.

The Manual Handling Trainers Course is for those who train others in manual handling and covers the lifting of routine loads, awkward loads and team handling as well as the pushing and pulling of loads. Both courses aim to help organisations reduce the incidence of musculoskeletal disorders - the most commonly reported type of work-related ill health which, the Health and Safety Executive (HSE) estimates, results in 11.6 million lost working days a year. The HSE has also said that the

Health & Safety

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

social care sector is one of the highest risk areas for back injuries. Around 50 per cent of reported accidents in the sector are incurred when helping to move patients of reduced mobility.

The Safer People Handling Trainers Course will run in Birmingham, at RoSPA’s own training centre, on March 26 and April 16 and in Glasgow on May 21. The Manual Handling Trainers Course will run at RoSPA’s in Birmingham on March 5 and April 23; in London on March 8; and in Glasgow on April 16. Upon successful completion of the safer people handling training, delegates will be awarded a BTEC Level 4 qualification, while those completing the manual handling training will be awarded a BTEC Level 3 qualification.

Frances Richardson, RoSPA’s director of operations, said: “Musculoskeletal disorders can have painful and long-lasting consequences for victims and huge costs for employers.

This is why RoSPA places such importance on the prevention of these injuries. tinyurl.com/6u9lcyt

IOSH 2012 will be held at Manchester Central. This years theme is ‘Health and safety: Changing perceptions’ and the agenda will focus on providing takeaway solutions to health and safety challenges, learning from real experiences, and maintaining core skills in both health and safety.

The conference tracks will address legislation and enforcement, working smarter, behavioural safety, culture and health. Also featured is an extensive programme of individually bookable, one­hour CoreSkills+ modules. Key speakers include Professor Ragnar Lofstedt, Director, King’s Centre for Risk Management; Judith Hackitt, Chair, Health and Safety Executive; Graham Dalton, Chief Executive, Highways Agency; Mike Wagland, Global Head of Health and Safety, Credit Suisse Securities (Europe) Ltd; Hugh Robertson, Senior Policy Officer for Health and Safety, TUC and Richard Perry, Head of Safety Policy and Compliance, BBC. www.ioshconference.co.uk

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Safety Priorities and Dental Support UK are UK based professional health and safety consultants offering a complete range of services to NHS Trusts, PCTs hospitals, local authorities, dental practices, clinical and medical surgeries throughout the UK. Two main areas of focus are monitoring, critiquing and risk-assessing cross infection controls within a unit, and providing decontamination advice within the dental and medical professions. First class support to practitioners is provided by offering hands on visits and advice, as well as specialist packages in order to comply fully with all aspects of health and safety legislation.

These are based on a short term contract. Providing services to assist PCT’s in achieving overall compliance is also a speciality.

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HEALTH BUSINESS MAGAZINE | Volume 12.2

IOSH 2012

SAFETY COMES FIRST

Health & Safety

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

The IOSH annual conference and exhibition, taking place at Manchester Central on 6-7th March, aims to aid public sector efficiency saving whilst maintaining standards With the increasing pressure on local and national budgets within the health sector, it is vital that practitioners continuously develop best practice through reassessment and refining of skills and expertise.

Taking into account the diverse and costly status of health and safety issues, improvement in standards and knowledge can have a significant and much needed impact on business efficiency through significant potential for cost savings; arguably one of the most poignant aspects of public sector operations in the current economic climate.

The IOSH annual conference and exhibition, taking place at Manchester Central in March, will provide conference delegates and exhibition visitors with many of the tools required to remain abreast of the ever evolving occupational health and safety industry while learning about ways to increase cost efficiency and best practice. With the challenging theme Health and safety: Changing perceptions, the conference programme will feature over 60 expert speakers, more than 30 sessions on hot industry topics, and 15 hours of lively discussions, vital legal updates, in-depth analysis, practical workshops and real-life case studies. Hot topics include the Löfstedt Review, the ongoing impact of Lord Young’s health and safety review, a session on getting health and safety on the board’s agenda by understanding the perspectives of CEOs; and the relationship between the behaviour of health and safety professionals and popular perceptions, as well as opportunities to be smarter in building the reputation of the ‘brand’.

THE LÖFSTEDT REVIEW Key speakers include Professor Ragnar Löfstedt on the outcomes of the Löfstedt Review which aims to simplify health and safety rules and decrease the burden of red tape (published on 28 November 2011) and the HSE’s Judith Hackitt CBE who said in a recent speech to National Safety Symposium “There is a good deal of change going on in the world of health and safety, but the focus remains the same.

Times are tough and tough decisions have to be made… Cost reduction is a challenge for us all, but it is also an opportunity to look for new and innovative ways of maintaining and where possible improving on outcomes - especially in health and safety.”

After it’s successful launch at the 2011 exhibition, CoreSkills+ is back to provide sixteen practical workshops focused on core health and safety skills. This popular programme has doubled in size since its inception last year and offers a choice of one-hour workshops which aim to refresh

the knowledge of experienced practitioners and support the skill base of those starting their health and safety careers.

IOSH Chief Executive Rob Strange OBE said: “IOSH 2012 is a great opportunity for practitioners to network, learn and share best practice. And that’s why it has become such an essential part of our mission to improve the health and safety of people at work.

CORE SKILLS “We have responded to demand this year by doubling the Core Skills + sessions at conference, for example. People attend IOSH’s annual conference and exhibition because they want to become better practitioners and

including British Safety Council, Evac + Chair International, Nebosh and Total Access Ltd. In a time where cost considerations have to be paramount the IOSH annual conference and exhibition provides visitors with an opportunity to look for innovative ways of maintaining, and potentially also improving, standards. With around 2,000 visitors expected to attend and more than 100 exhibitors on show, IOSH 2012 is set to feature the biggest and best exhibition in the history of this peripatetic show.

IOSH Conference and Exhibition achieved a substantial growth in visitors when it took place last year at London’s ExCeL. Visitors as well as exhibitors came away with positive feedback, Rita Mackenzie,

People attend IOSH’s annual conference and exhibition because they want to become better practitioners and do their bit to reduce injury and illness in the workplace. doubled in size since its inception last year. do their bit to reduce injury and illness in the workplace.”The annual IOSH exhibition runs alongside the conference and is the premier choice for leading companies showcasing their latest products and services, as well as providing face to face advice and guidance on best practice and compliance. This offering will give procurement professionals the opportunity to compare and contrast a whole range of products and services from exhibitors

Deputy Chief Technician, BHR University Hospital NHS Trust said “This was my first time at IOSH and I have had a great day.

There is a really good range of exhibitors and I have heard some great seminars sessions too. I planned my day before I came and have attended all of the theatres.” L FURTHER INFORMATION www.ioshconference.co.uk

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HEALTH BUSINESS MAGAZINE | Volume 12.2

TRANSLATION

Translation

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

By Geoffrey Bowden, Association of Translation Companies

LOST IN TRANSLATION? Have you been tasked with buying translations for your organisation?

Have you Googled ‘translation’ and been presented with 165 million entries? What do you do next? Procuring translation needn’t be a minefield. Geoffrey Bowden, General Secretary of the Association of Translation Companies gives a point by point guide For most people buying in translation services is very difficult and a source of frustration, as the quality of a translation can only be assessed after the service has been provided.

Buying translations doesn’t have to be a minefield, as long as you try and follow these simple guides. Above all, do not be nervous to ask the relevant questions and, only when you are satisfied with the answers, place the order.

Here’s my simple ten-step guide that can be used by a newby, or a checklist for the more experienced purchaser of language services.

1 DECIDE IF THE DOCUMENT IS ‘FOR INFORMATION’ which can in general be

produced more quickly and cheaply than ‘for publication’ work. Please note that if you aim to sell your products or services overseas you will need to communicate with your potential buyers in a language and style they will understand. If the document is legal, highly technical or medical this also needs to be considered.

2 DECIDE WHAT THE TRANSLATION IS FOR. For example, a speech, a website, a sales brochure and so on. It is also important to determine the type of person who will read it. This information will ensure that the translation is prepared for the correct audience. Your translation company partner will ask for this information so make sure you know.

3 DECIDE WHERE THE TRANSLATION WILL BE USED. In just the same way as British English is different from that in the USA, other languages are spoken in more than one place and have developed differently. Make sure you let your provider know where the translation will be used.

4 ENSURE THAT YOUR TEXT IS WELL STRUCTURED and grammatically correct in your own language. If you send a poor quality document then

you may get back a translation which is less than excellent, although most translation companies do try and work out what the author intended to say.

5 FINALISE YOUR DOCUMENT before requesting the translation to go ahead, if a

translator is working on a draft document it will almost always be more time-consuming (and therefore more expensive) than waiting for the final text. There is also the possibility that with a few different versions the final version may not be quite correct.

6 IF POSSIBLE PROVIDE THE TEXT IN A SIMPLE WORD FORMAT as this will help to keep down costs.

7 DECIDE ON A REALISTIC DEADLINE - a translator translates

approximately 2,000 words a day and a reviser about 8,000 words a day).

8 DECIDE ON WHICH TRANSLATION PROVIDER TO USE. Bear in mind that translation is not a commodity and there are many things to consider before making your selection.

9 AGREE TIMELINES, costs, type of translation with the translation company.

10 PROVIDE THE REQUIRED INFORMATION AND ASSISTANCE – giving the translation company as much background information as possible. This is always useful, often essential, and could include related drawings, previous translations, terminology glossaries, other published information about the product. A contact person who can answer any questions that may arise should also be included. E

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Language services: making the right choice The market for Vanessa Eke language services can be confusing, so how do you choose a quality supplier? It’s worth considering four key areas.

The first is flexibility. Often the need for critical interpreting services comes at short notice. Look for a provider that offers a robust service whenever you need it, and will work with you to tailor services to your needs.

Price is also a key factor, and should never compromise quality. In today’s litigious environment, the risk and financial impact associated with poor quality language services can be considerable.

Under these circumstances, the key consideration should be overall ‘service value’, rather that initial cost, which may represent a false economy.

Another key consideration is quality. There is a reason why certain providers can offer eye-

catchingly low rates. Ensure all interpreters are qualified to an appropriate level and have been checked against the recently-enhanced CRB scheme.

Consider auditing a supplier’s processes prior to contract award and during the life of the contract, at short notice, to ensure that they are delivering the quality they say they are.

Finally, history is vital to your choice of supplier. Look for a proven solution. Take up references, and don’t only rely on those provided by the prospective supplier.

Vanessa Eke is the managing director of Language Line Services, a leading global provider of public sector language solutions.

FOR MORE INFORMATION Tel: 0800 169 2879 help@languageline.co.uk www.languageline.co.uk

Eclipse-fm keeps NHS estates and facilities running like clockwork Asckey is aware of the continuing need for NHS facility and estate managers to balance stringent budget cuts with the expectation that operational requirements need to be met.

The NHS bespoke functionality within Eclipse-fm® enables the delivery of improved performance in terms of SLA response times, H&S management and customer expectations within budget.

Developed in partnership with the Healthcare Facilities Consortium, Eclipse-fm® is a fully integrated facilities management solution implemented and supported in many NHS trusts throughout the UK. Eclipse has been specifically designed to help resolve ongoing challenges by combining key functionality such as a help desk, task management, a web portal, asset management and PDA/mobile capability.

The system helps deliver estates, facilities and medical engineering management via a single, cost-effective solution,

increasing the productivity of your estates and facilities function.

Eclipse-fm® automatically integrates with Credits for Cleaning (C4C) - the national standard for cleaning and estates audits. It can also help minimise the potential impact of costly H&S prosecutions, and help reduce your carbon footprint.

Asckey’s support package includes; N3 based remote installation and support, staff training, a dedicated help desk, ISO 9001 controlled development, regular user feedback groups and an online community forum - all designed to help maximise the benefits Eclipse-fm® offers.

FOR MORE INFORMATION Tel: 0845 270 7747 enquiries@asckey.com www.eclipse-fm.co.uk

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HEALTH BUSINESS MAGAZINE | Volume 12.2

Phone 0844 854 9000 or view the website: www.businessfurnitureonline.co.uk

TRANSLATION

Translation

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

In just the same way as British English is different from that in the USA, other languages are spoken in more than one place and have developed differently. Make sure you let your provider know where the translation will be used.

E AFTER YOU RECEIVE BACK YOUR TRANSLATION:

1 IF THE TRANSLATION IS GOING INTO A BROCHURE or other sales aid then once it is returned you should ensure it is read by a colleague or your overseas agent to ensure that the required terminology is used.

Translation and Interpretation two sides of the same coin?

translation provider to be proofread as last-minute additions can be disastrous.

Many translation companies will be able to provide desktop publishing and if you have selected one that offers this service, then this should not be an issue.

The following was overheard in a doctor’s surgery: “Mr. XXXX, do you speak English? Can you understand what I’m saying to you? If you can’t understand my instructions we will need to get a translator to help you.” Translator, interpreter, aren’t they the same thing?

The short answer is no, despite suggestions to the contrary you might get from any TV or radio broadcaster: “Mr. XXX, talking to us just now from the scene of the accident through his translator.”

Translation and interpreting are two sides of the same coin, one – translation – producing what is hopefully the equivalent effect in written form, and the other – interpreting – relaying information and cultural input using the oral medium. Both are similar, but each vastly different in approach, technique, methods and skill sets.

An interpreter is the channel through which often culturally loaded oral information is transmitted from one to one or more individuals, frequently in settings of extreme stress. A translator communicates or transfers this information via the written word.

Let’s imagine a not-so-uncommon scenario: Mr and Mrs J Bloggs are on holiday in Spain.

After a bit too much sun exposure, a rich meal and perhaps an over-enthusiastic consumption of the local tinto (red wine), Mr. Bloggs

2 IF YOU HAVE THE COPY TYPESET then be sure to return the copy to the

3 GIVE FEEDBACK to the translation company: an expert evaluation of the

translation will improve all subsequent work.

SELECTING A TRANSLATION PROVIDER About 165 million Google entries means there are a lot of providers. How do you choose the relevant one for you? With the spread of the internet the number of companies offering translation services has grown tremendously, which on the one hand is good for choice but can make it difficult to decide.

The Association of Translation Companies (ATC), is a professional body which has strict criteria for membership and, once in membership, those companies can be regulated and called to account should anything go wrong in the relationship between them, the purchaser and any freelance translators. L FURTHER INFORMATION Tel: 01273 676777 www.atc.org.uk

Health Business

complains of chest pains, discomfort in his legs and a severe headache. He is taken to hospital, where he undergoes various tests and is kept overnight for observation. When he leaves, he is given his hospital discharge summary, the results of his laboratory tests, the ECG report and brain and abdominal CT scan reports – all in Spanish, of course. After returning to the UK, Mr. Bloggs needs to submit the reports to his GP and insurance company – in English, naturally. Mr Bloggs needs a translator, and one specialising in medical translation. He may require further treatment and even a surgical procedure in the UK, but any future treatments and even the outcome of his condition will be dependent on the information provided by an accurate translation of his medical reports.

So, where does someone like Mr. Bloggs turn for help? Hopefully, not to the neighbour, friend or relative who did a gap year, worked as au pair or taught English as a second language in Spain. Not to disparage any of those activities, but to emphasise that translation requires a great deal more than such experiences offer.

Obviously, in the current climate of belt-tightening and cuts, everyone is concerned about how, when and where to economise, but caveat emptor – trying to save money by contracting the services of an unqualified translator for medical subject matter is risky business.

www.healthbusinessuk.net Volume 12.2 | HEALTH BUSINESS MAGAZINE

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

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Based in Warwickshire we provide a uniformed and specialised private ambulance service to meet the needs of those with impaired mobility for whom safe and comfortable travel is difficult. This includes stretcher and wheelchair passengers.

For example: n Transfers to and from hospital outpatient appointments n Transfers to or discharges from hospitals n Moves to and from care, retirement or nursing homes n Local and long distance disabled and patient transport nationwide

Parkbytext allows parties to maximize revenue and reduce costs. Please visit www.parkbytext.com for further details For more information on either of these services please contact Thomas Harrington on 07595 200 641 or 0845 868 4000

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HEALTH BUSINESS MAGAZINE | Volume 12.2

PARKING

Transport

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

A healthy parking climate?

Parking at healthcare sites continues to grab headlines and cause controversy, and the crux of the matter still generally seems to revolve around charging. Alison Tooze of the British Parking Association sets the scene The Department of Health’s (DoH) 2010 report, following on from an extensive consultation on the issue of charging for parking at hospitals in England, found that the introduction of widespread free parking would have adverse consequences including congestion and capacity problems, and lack of future investment, that would compromise the convenient access that people say is their most important need. The report concluded that Trust Boards should continue to be responsible for developing local parking policies that reflect the circumstances of their location and the needs of the local community.

Recently, BBC’s ‘That’s Britain’ looked into the subject of hospital parking, but, unfortunately, they failed to cover the topic in any great depth, merely addressing issues that are well known and therefore creating a fairly biased view. The BBC declined to use an interview conducted with the British Parking Association’s CEO Patrick Troy, which could have provided much needed balance to the piece.

The DoH received almost 1000 responses to the consultation including members of the public, patient advocate groups or organisations, hospital trusts and other NHS organisations, as well as local authorities, other community organisations and special interest groups. What was interesting was that although most of the organisations representing the interests of patients and the members of the public who responded were universally in favour of free parking for all, most of them recognised the implications of this and seemed to accept that this was probably not a feasible option. They did, however, strongly feel that charging policies needed to be examined particularly with reference to the level of tariffs and provision of concessions and that hospitals should not be seeking to make money from parking operations.

MEDIA ATTENTION It is hardly surprising therefore that there has been an increase in media attention and complaints coming about as a result of Freedom of Information requests seeking details of income from parking vs. expenditure.

Where a hospital is viewed to be making a substantial surplus from parking the inevitable questions are asked as to how the money is being spent and why tariffs haven’t been reduced – the public may be able to accept charging to cover costs but they take a dim view of what they consider to be profiteering.

Those who are tasked with the complex job of managing parking and all that comes with it will know that setting tariffs is not simple and that many factors have to be considered. Parking charges have a strong influence on driver behaviour: in a more general environment than healthcare they are often used to limit the time people stay in a particular place and ensure a good turnover of parking spaces. However, one could argue that the healthcare environment is somewhat unique and that choice as to whether to stay or go is often not in the hands of the patient or the people accompanying them. Therefore, they cannot see why they should be hit with what they consider to be extortionate parking fees in a situation that was beyond their control. It’s fair to assume after all that the longer a person stays in a hospital, the higher the likelihood there is something medically significant going on.

The whole situation is never simple and highly emotive and the issues usually attract prolonged debate, but the real question is are healthcare sites doing all they can to ensure that their parking policies are - and can be seen to be – fair, and take into account the nature of their environment?

And if so, will they stand up to scrutiny and can charges and policies be justified?

The DoH report goes on to say that one of the most important factors in parking management is considering the needs of all people who need to use healthcare E

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Transport

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

PARKING E sites. Concessionary schemes play a vital role in showing that this consideration is being given but they can appear complicated. Who qualifies? Who doesn’t?

And where do you draw the line?

CONCESSIONARY SCHEMES The DoH expects all hospitals to have a concessionary parking scheme in place which gives due consideration to the needs of a wide range of patients and visitors. However, the Healthcare Facilities Consortium reports that their benchmarking data taken from the 2011 ERIC returns shows that only 28% of NHS Trusts said that they had a scheme in place, this statistic does seem shockingly low and it will be interesting to see whether the 2012 ERIC figures show an increase in light of the guidance given in the DoH report.

Even when concessionary schemes are available, it would seem that many patients and visitors claim they to be made to extend the power were not aware of their to make regulations for The DoH existence or that they were the police and others to y sa to n eligible. Many complaints remove vehicles that are o s e o report g and bad PR on this issue illegally, dangerously or st o m e th that one of could be avoided if the obstructively parked. But in schemes were widely portant factors t is in reality what are the im advertised and eligible practicalities of calling emen parking manag needs patients advised early the police to come e but if one believes the considering th need and remove a vehicle ho hype this often isn’t which is obstructing of all people w care happening or being an ambulance bay or to use health done explicitly enough to helipad? The BPA has get the message across. done considerable lobbying sites Communicating with on this issue but government patients and visitors has stood firm on this section of At the next meeting of the British Parking the bill with only a few small concessions.

Association’s Healthcare group, to be held on As part of the BPA’s lobbying on the 21st February at York Teaching Hospitals NHS Protection of Freedoms Bill it was pointed out Trust, concessionary schemes will be looked that if clamping is no longer an option, then at in detail and a debate will be opened up the whole issue of bringing better regulation to allow those present to share how they to ticketing on private land must be addressed approach this enabling everyone to learn to protect both the landowner and motorist. from the experiences of others and for the The BPA put the case forward that provision group to consider best practice models. The should be made so that the keeper (or in some group will discuss the issue of communicating circumstances the hirer) of a vehicle can be schemes to patients and visitors as well as held liable for unpaid parking charges where looking at how to tackle eligibility criteria. the identity of the driver is not known. This Other current issues being discussed was granted and will be on the face of the Bill. amongst this group include the implications A condition of the granting of keeper of the Protection of Freedoms Bill which liability to the private parking sector is that is due to become statute at the end of an Independent Appeals Service (IAS) must be 2012. The Bill itself is very wide ranging, in place prior to its introduction and the BPA covering issues relating to civil liberties – has been asked to formally deliver an IAS to but significantly for parking it makes it a the sector. The introduction of an Independent criminal offence to immobilise a vehicle, Appeals Services will give motorists a formal move a vehicle or restrict the movement mechanism of appeal against tickets issued of a vehicle on private land without lawful on private land and bring some much needed authority, so in other words healthcare consistency between the public and private providers can no longer clamp or tow away. parking sectors. It will also provide a more effective method of settling disputes over BLANKET BAN unpaid tickets via a route other than the courts.

The BPA were extremely concerned about a The BPA is already working on setting up the blanket ban on clamping and towing away IAS with a mandate that the service will be because in some circumstances one or either and will also be seen to be totally independent, can be the most appropriate course of action. therefore once established the Association The Bill does state that further provision is will play no active part in its operation.

“

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DUE DILIGENCE It is clear from all of this that employing best practice and raising standards in healthcare parking are crucial to demonstrate to the public that due diligence is being given to management and policy planning. This makes the revision work that is about to take place on the BPA’s Charter for Hospital Parking quite significant. The Charter achieved around 75 signatories when launched in 2010 and has the potential to be a valuable instrument in addressing the key issues surrounding managing parking at Healthcare Facilities. The DoH 2010 report hailed the Charter, alongside the NHS Confederation’s “Fair for All not Free for All” publication, as valuable resources which will spread best practice far more effectively than guidance from government. The report then went on to suggest that consideration should be given to regularly refreshing these publications and therefore the BPA is responding to this by reviewing the Charter to ensure it is current and fit for purpose.

The Charter will be re-launched as one part of a comprehensive Healthcare Parking Toolkit which will provide those managing parking at healthcare sites with resources, templates and information.

More details about the toolkit will be published shortly and it will also be discussed at the February meeting in York.

The BPA and the members of the Healthcare Special Interest Group welcome new faces at the meetings; the larger the group becomes the more valuable it will be for networking and best practice sharing for all involved. If you were unable to get to the York meeting further meetings will take place on 11th July in Salisbury and then 28th November 2012. L FURTHER INFORMATION To find out more about the group or if you are interested in joining the BPA, please contact Alison Tooze at alison.t@britishparking.co.uk or visit www.britishparking.co.uk/groups

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

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HEALTH BUSINESS MAGAZINE | Volume 12.2

OBESITY MANAGEMENT

THE BIG PROBLEM

Obesity is one of the greatest public health challenges of modern times, especially in the UK, with its negative health consequences and huge cost to the NHS and the wider cost to the society. With budget cuts, The British Dietetic Association explains the future difficulties likely to be faced by the NHS The prevalence of obesity in the UK has proceeded at a doubling rate in the past 25 years, and it has been projected that about 40% of UK adult population will be obese by 2025.

Obesity is associated with a number of negative mental, physical and social consequences and substantially raises the risk of morbidity from a number of diseases coronary heart disease, hypertension, dyslipidemia, stroke, sleep apnoea, type 2 diabetes, and certain cancers.

Obesity has the highest impact on the budget of the NHS (although the figure differs depending on how it is calculated), followed by alcohol consumption, smoking and physical inactivity. According to Scarborough et al 2011, ‘in 2006-07, poor dietrelated ill health cost the NHS in the UK £5.8 billion with overweight and obesity costing £5.1 billion of this (Scarborough et al 2011)’, The Foresight report states that ‘In 2007, the total annual cost to the NHS of diseases for which elevated BMI is a risk factor is estimated at £17.4 billion, of which overweight and obesity is estimated to account for £4.2 billion’ (McPherson et al.

Foresight report, 2007).

The Foresight report also uses a model to predict rates and costs of elevated BMI in 2050 and the results are: ‘If the ratio of total costs of overweight and obesity to health service costs of obesity remains similar to 2001 (i.e. 7 to 1), by 2050, an overall total cost of overweight and obesity per annum of £49.9 billion at today’s prices can be anticipated’.

COST BURDEN The cost burden of obesity on the NHS is not just treating obesity and the sequelae of disease, but also cost for specialised equipment, e.g. beds, wheelchairs, chairs, imaging machines etc, and also the health cost to staff. Medical staff face enormous challenges when caring for the obese patient. Simple tasks such as turning the patient can cause an injury. Injuries to neck,

shoulder and back as well as other musculoskeletal injuries being the most common.

There is extensive documentation on the prevalence and consequences of obesity; however, evidence for the causes and treatment are not clearly understood. There are a plethora of factors that contribute to the emerging epidemic. These include increasing sedentary lifestyles, urbanization, and the so-called ‘obesogenic’ environment in which we live.

The

‘obesogenic’ environment is the sum of influences that the surroundings, opportunities or conditions of life have on promoting obesity in individuals or populations. Social, economic, political and technological changes or advances are also likely to have contributed to the increased prevalence in obesity, increased automated services (domestic and industrial); fast and convenient transport services; multiple electronic entertainment media which discourages physical activity and social contacts; mechanized farming, biotechnology and improved food processing technologies that have significantly

increased food supply (and accessibility) with high calories at reduced cost, particularly in developed countries, as well as safety concerns for physical activity participation, due to ‘unfriendly’ road designs for recreational walking and cycling, and poor facility maintenance etc. in parks and recreational facilities.

Obesity Management

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

MULTI-DISCIPLINARY APPROACH So what can be done to reduce the burden of obesity on the individual and society as a whole? In 2009 NHS information centre called on health professionals to find ways of cutting obesity levels. Health professionals, especially those working in the community or primary care setting are in a unique position to help assist people to lose weight. However, healthcare professionals can only do so much, at some point people do have to take responsibility for own lives.

There has been little evidence so far to prove the success of current interventions to combat this problem. It is recommended that obesity is managed with lifestyle advice, and in certain circumstances, medication and surgical treatment (NICE, 2010). This is not a problem which can be solved by generalised diet and exercise advice.

Individual circumstances require specific advice and treatment. The NICE guidelines for management of obesity recognise this, and state that treatment and care should take into account individual needs and preferences, thus health professionals must use a patientcentred approach and understand that patients are individuals with hugely diverse circumstances. The complex nature of obesity means that each person will have different reasons and influencing factors for their weight, and these must be explored in order to tackle the problem.

It is therefore recommended that a MDT or multi-disciplinary team approach is used in the care of patient with obesity.

General practitioners, specialist doctors and nurses, physiotherapists, occupational therapists, psychologists and dietitians all play a vital role. A patient-centred approach will allow effective communication and coordination of services to ensure the patient has access to all the services that are available to them.

However, with more cuts being made on NHS budgets, it is difficult to predict E

There is a need for the government to recognise the in part they play g this increasin epidemic

Volume 12.2 | HEALTH BUSINESS MAGAZINE

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HOW WILL YOU EVACUATE SAFELY?

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OBESITY MANAGEMENT E how the NHS will cope with the health problems that obesity will create. and be able to provide the best, appropriate care to their patients. If obesity levels rise by more than double, as predicted, it is unlikely that the NHS will be able to produce the resources needed to effectively manage

(SQW (2007). However, to increase cycling the roads must be made safer for cyclists and appropriate cycle paths implemented. Free bus passes for the young and old mean that people travel one or two stops by bus rather than walking. There appears to be a lack of strong political will in converting research

Health professionals, especially those working in a primary care setting, are in a unique position to help assist people to lose weight. However, healthcare professionals can only do so much obesity and the health problems it creates.

There is a need for the government to recognise the part they play in this increasing epidemic and the role they can play in halting, or even reducing it. For example, creating safe and appropriate physical environments that encourage physical activity through every day living. Economic modeling commissioned

by Cycling England has calculated that a 20% increase in cycling by 2015 would save £107 million in reducing premature deaths, £52 million in lowered NHS costs and £87 million by decreasing absences from work

findings into actions owing to unbridled economic interests, and top-down approach in programme implementation.

TAX ON FOODS In response to the relationship between food and economic environments, use of fiscal policies such as taxation, on fatty and sweetened food are being exploited in some countries such as Denmark, Romania, Canada and Australia; given the experience of it’s use in other areas e.g. reduction in the prevalence of tobacco smoking. However, any

initiative like this must be accompanied by appropriate health education on healthy food choices in order to promote its effectiveness, as well as subsidising healthy food options (particularly fruits and vegetables), if it is to be economically sustainable.

At this time, the obesity epidemic in one that continues to increase. It appears that there is a failure of current public health interventions from health professionals and the government, and failure of people as individuals taking responsibility for their own lives that means that it is unlike to reverse in trend any time soon. It is therefore important for individuals and communities to come to realisation that they can modify and influence their environments in complement with the government and the health care sector to achieve reasonably healthy and sustainable livelihood. L

Obesity Management

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

FURTHER INFORMATION Established in 1936, The British Dietetic Association is the professional association for dietitians. One of its aims is to advance the science and practice of dietetics and associated subjects.

For further information visit www.bda.uk.com

Welch Allyn focuses on the front line of care For nearly 100 years, Welch Allyn has built a reputation for providing the most advanced technologies and solutions available to caregivers in frontline settings. Last year the company partnered with Pelstar LLC, manufacturer of Health o meter Professional® Scales, to co-brand and introduce a range of scales for sale in the UK. Hospitals and practices in the UK can now invest in a well respected brand of Class III professional scales which includes wheelchair, bariatric, column and floor, all of which have one of the highest weight capacities available. This will ensure that customers benefit from a lower lifetime cost as the scale will be fit for purpose

for many years to come.

The scales are a perfect complement to the already extensive range of Welch Allyn diagnostic assessment products that help caregivers make accurate diagnoses and spend more time with their patients. Doctors, nurses, and other healthcare providers from across the globe have looked to Welch Allyn for products and solutions that help them help others.

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Volume 12.2 | HEALTH BUSINESS MAGAZINE

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DECONTAMINATION ON DEMAND Introducing the GLOSAIR™ Area Decontamination On-Demand Service from ASP. • Safely decontaminates wards, bays and other hospital areas in less than three hours, whilst maintaining normal service throughout the hospital.

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NOROVIRUS

TACKLING THE THREAT OF NOROVIRUS HEAD ON Health Business summarises some of the key features of the recently-launched ‘Guidelines for the management of Norovirus outbreaks in acute and community health and social care settings’ prepared by the Health Protection Agency (HPA), together with other professional bodies from the norovirus working group.

Norovirus outbreaks in hospitals are estimated to cost the NHS in excess of £100 million each year, in years of high incidence. The norovirus working group includes members from the British Infection Association, Healthcare Infection Society, Infection Prevention Society, NHS Confederation, Sowerby Centre for Health Informatics and the National Concern for Healthcare. There are two primary reasons driving need for new guidance: the large burden of norovirus disease experienced by the NHS and other organisations recently; and the organisational and operational systems in the modern NHS and the need for efficient and safe care of patients within a safe environment.

Norovirus symptoms include a sudden onset of vomiting and/or diarrhoea. Some people may also have a temperature, headache and stomach cramps. It usually resolves in one to two days and there are no long-term effects.

Unless someone is severely dehydrated there is no need to attend hospital for treatment.

Though outbreak management guidance has been in place for a number of years the latest document draws on current practice that shows how cases should be managed in single rooms and bays in the first instance if possible. This will allow some flexibility in the response and also

for cleaning to take place allowing smaller wards to be able to re-open more quickly.

If managing the cases at the single room or bay level fails to control the outbreak then the outbreak control team (OCT) can consider closing the whole ward. This approach would not work in ‘Nightingale’ style wards where all the beds are in one room and segregation of those who have the virus would not be possible. In these cases the ward would need to be closed.

The guidance also includes recommendations that include closing affected bays to admissions and transfers and closing doors to side rooms and bays. Other measures are to have signage on doors informing all visitors that the ward is closed and restricting staff and essential social visitors only to the affected area and planning a deep clean at the earliest possible date.

BUILDING AWARENESS There are separate recommendations for healthcare workers who are integral to the response. This covers the need for all staff to be aware of the norovirus outbreak and how the virus is transmitted. They also need to ensure that all staff are aware of the work exclusion policy and the need to go off duty at the first sign of symptoms and

Infection Control

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

to allocate staff to duties in either affected or non-affected areas, but not both.

Dr Bharat Patel, the HPA’s lead consultant medical microbiologist, and one of the authors on the report, said: “Managing norovirus outbreaks is very hard owing to the nature of the virus and how quickly it spreads. Any outbreak causes widespread disruption and it is very important that appropriate control measures are implemented quickly.

“This guidance gives very clear recommendations on how to manage outbreaks within the hospital and community setting. It will be greatly beneficial to staff to know that there is now the option of trying to manage the outbreak at the single room and bay level which will reduce the pressure that closing wards has on both staff and patients.”

STRIKING A BALANCE The guidance is based on a principle of minimising disruption to important and essential services and maximising the ability of organisations to deliver appropriate care to patients safely and effectively. There is, it says, a shift of focus towards a balance between the prevention of the spread of infection, and maintaining organisational activity. This means, in effect, a move away from the traditional approach of complete ward closure and an adoption of a pragmatic, escalatory system of isolation using single rooms and cohort nursing without compromising patient care both for norovirus itself and other essential healthcare.

Approximately 3000 people a year are admitted to hospital with norovirus in E

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Secure destruction and disposal of confidential information from SITD Having a data leak for most organisations can be catastrophic, both in terms of cost and in reputation.

Making sure your data is destroyed correctly can be very time consuming and costly. SITD has a single source, high security solution for all asset disposal and data destruction requirements.

The company is confident that it will exceed internal security policy requirements and all government legislation. This is quite a claim - however the company can back it up with the highest accreditations in Europe, underpinned by a robust ISO 27001 (information security management) accreditation, and multiple government approvals.

Physical or electronic destruction services are available onsite and off, and include physical destruction of all types of device - hard drives are shredded to 6mm, optical discs and magnetic tape to 2mm particles.

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All processes are completed by security cleared personnel with DV cleared project managers in place. The company has over 50 employees and can process over 1000 data bearing items per day. Full audits and Certificates of Destruction provide the detailed reporting required to meet today’s standards.

In addition to secure destruction services, SITD provides a range of zero cost solutions for major IT rollouts and refreshes within an audited high security framework.

FOR MORE INFORMATION Tel: 0121 421 8431 enquiries@sitd.co.uk www.sitd.co.uk

Compliant clinical waste range from BritishBins BritishBins is a distributor of plastic and metal wheelie bins and other waste and recycling containers, including clinical waste wheelie and pedal bins to many hospitals, clinics, GPs and dentists.

BritishBins has been providing wheelie bins and recycling containers for use with clinical waste for more than 10 years.

Wheelie bin sizes are available from 80 litres to 1100 litres. Clinical waste pedal bins range from 20 litres to 70 litres, are fire retardant and are fully tested to comply with Hospital Technical Memorandum 05-03 Part A(2008), with regulation lock and approved clinical waste symbol sticker.

BritishBins carries large stocks and can usually fulfil any requirements immediately. The company can also arrange many

types of product modification to match particular customer needs. Supply into the health sector is based on purchase orders, so there is no need for account opening procedures or other procurement bureaucracy.

FOR MORE INFORMATION Tel: 020 8776 8957 www.britishbins.co.uk

A popular lab autoclave

Selectaglaze secondary glazing – clean rooms and sterile environments

The Q63 autoclave from Priorclave is fast becoming one of the company’s most popular midrange capacity steam sterilisers featuring a large horizontal, double-depth cylindrical chamber. The chamber, with a taller profile than that found in most ‘cylindrical’ machines gives, the Q63 an impressive load capacity of 320 litres and makes it ideal for accepting larger items. Its front-loading design gives easy access to a large 630mm diameter pressure vessel that can be heated either electrically or by direct steam.

Whilst providing increased loading, the combination of forced air cooling (reducing cycle times) and automatic timed freesteaming improves air removal and sterilisation adding to the overall performance of the Q63 autoclave. Couple this with the proven TACTROL microprocessor control system, and buyers are acquiring an extremely versatile autoclave with an exceptionally low cost of ownership. The Q63 is part of an impressive and

Royal Warrant holder Selectaglaze is the UK’s leading designer, manufacturer and installer of secondary glazing systems, with more than 40 years’ experience working within hospitals and healthcare establishments.

The products are used to treat windows in laboratories, clean rooms and general areas, including wards. Effective design of frames and seals markedly reduces the flow of airborne dirt and dust. The wide choice of glazing materials will provide significant levels of thermal insulation and security protection.

Selectaglaze is a Secured

by Design licensed company.

Products submitted to attack tests at the Loss Prevention Certification Board have achieved the demanding SR2 and SR3 levels of standard LPS1175 that are now required in some facilities.

Selectaglaze’s systems have been assessed for thermal efficiency through the Centre for

extensive range of bench-top and floor standing priorclaves, products that have become synonymous with quality, reliability and delivering highly efficient autoclaving processes that give consistent performance.

Standard ranges come with chambers of 40 up to 700 litres.

However, for special requirements Priorclave offers in-house bespoke design and manufacture.

FOR MORE INFORMATION Tel: 020 8316 6620 sales@priorclave.co.uk www.priorclave.co.uk

HEALTH BUSINESS MAGAZINE | Volume 12.2

Window Cladding and Technology and for sound insulation at the Taywood laboratories.

Selectaglaze’s units are purpose made with a wide choice of styles and finishes. Factory assembly allows rapid installation with minimal disruption to the day to day running of the hospital.

Selectaglaze has produced an extensive range of literature, including test results, data sheets and a brochure entitled: ‘Secondary Glazing for Comfortable, Peaceful, Sterile and Secure Healthcare Environments’.

FOR MORE INFORMATION Tel: 01727 837271 enquiries@selectaglaze.co.uk www.selectaglaze.co.uk

NOROVIRUS E England and the incidence in the community is thought to be about 16.5 per cent of the 17 million cases of Infectious Intestinal Disease in England per year, according to the guidelines. There is, it goes on to say, evidence that this burden has increased over the past decade.

Within the guidance there are recommendations on the management of outbreaks of vomiting and/or diarrhoea in hospitals and community health and social care settings, including nursing and residential homes. There are other causes of vomiting and/ or diarrhoea outbreaks and the guidance will apply to all viral gastroenteritides. However, the principal and most common causes of such outbreaks is norovirus which is one of the most infective agents seen in health and social care establishments and the title reflects this. Food borne norovirus outbreaks require investigation and management according to other appropriate guidance and procedures.

contain actions for staff arrangements.

During an outbreak organisations will need to have a clear policy for the management of staff who are affected by the virus and their return to work. Consideration will need to be given to those who can’t work due to family care needs. Escalation measures for the redeployment of staff from other departments to deliver front line services should also be included. These plans should consider arrangements with other organisations for potential staff movement (e.g. acute to community and vice versa, use of voluntary sector).

Organisations will need to have in place information systems for the dissemination of information to staff, patients and the public as the outbreak escalates and then returns to normal status. A suite of information material should be part of the continuity plan and be ready for use on day 1 of the outbreak (e.g. laminated signs for use at ward

ORGANISATIONAL PREPAREDNESS Norovirus impacts the health and social care systems differently every year. This can include outbreaks within schools and communities, hospital ward closures or admission restrictions, closure of nursing and residential homes, or delays in patient transfers. Because such outbreaks can cause severe patient service disruption, the new guidelines address the importance of organisational preparedness for such incidents.

Even the closure of schools, in addition to the implications for local authorities, impacts on the ability for health and social service delivery because many staff may need to take time off work for emergency childcare.

All services registered under the Health and Social Care Act 2008 are expected to have a policy for the control of outbreaks of communicable infections (governed in England by the Care Quality Commission) and these are often developed through the Infection Prevention and Control Team (IPCT).

In today’s health and social care settings there is a need to ensure minimal disruption to services and maximise the ability of organisations to deliver safe and effective services based on local risk assessment.

Organisations must develop systematic business continuity plans for use in outbreak situations.

The plan should include actions for safe environments, staffing, information, surveillance, communications and leadership.

BUSINESS CONTINUITY Organisations must develop systematic business continuity plans for use in outbreak situations. The plan should include actions for safe environments, staffing, information, surveillance, communications and leadership.

Clear plans should be in place as to the policy for segregation and protection of patients. Before an outbreak occurs, organisations need to be clear about what escalation system will be used at the onset and throughout the course of the outbreak. The policy on the movement of patients and staff needs to be fully understood by the workforce.

Business continuity plans will already

or department entrances, signs at entrances of organisations to inform the public, guidance signs at any on-site food outlets).

Staff information needs to include infection prevention practice, occupational health support and processes, and health messages to patients and visitors. Patient information needs to include protection of their own wellbeing and environment, advice to their family and friends who visit, and the organisational policy for movement around the environment. Public information should include general advice on the prevention and spread of the infection, avoiding visiting patients if they, their family or other contacts have been unwell, and the restriction of food items being brought in during an outbreak.

A key element of information in an outbreak is accurate data around both patient and staff incidence. Organisations need to have systems in place, preferably electronic, to aid decision making for patient and staff placement and movement. Information needs to be timely and accurate.

Information availability and needs change rapidly during an outbreak especially in the early phases of escalation. Increased awareness through effective communication may favourably alter the dynamics of an outbreak. Plans must include clear systems of two way communication between outbreak meetings and the rest of an organisation and communication with other health and social care organisations, says the guidelines.

Strong and visible leadership is essential during times of duress in any organisation.

During an outbreak, effective business continuity planning provides staff with assurance of a clear plan of action. Senior leadership involvement should include the Director of Infection Prevention and Control (DIPC) in England to ensure that both Infection Prevention and Control and service provision are integral to the plan. The participation of the chief executive in outbreak management within an organisation sends out a clear message to staff. Part of the business continuity plan and outbreak policy will include clarification of roles including the authority to make decisions.

For smaller, community-based organisations such as some nursing and residential homes, this management model may not apply. In such situations, appropriate operational director involvement will be required.

Whilst plans need to be clear, succinct, and have lines of accountability and

Infection Control

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

decision making stated, every outbreak is different and an element of flexibility will be required to enable an organisation and health and social care economy to manage the outbreak effectively to enable a return to normal business as soon as possible.

EVALUATION Following each outbreak a multidisciplinary or organisational evaluation should take place to review the outbreak and learn lessons in order to strengthen future plans. These lessons need to be shared across organisations in order to improve future outbreak management.

Norovirus epidemiology changes over time and geography and the emergence of new strains will continue to challenge us as populations at risk, including employees of affected organisations, also changes.

Meeting these challenges will require robust surveillance of outbreaks and sentinel surveillance of norovirus activity in organisations and the wider community.

Laboratory work also remains vital to those involved in the investigation and management of outbreaks and guidance is included on the appropriate use of norovirus testing. L FURTHER INFORMATION The guidelines are available on the HPA website at: www.hpa.org.uk/Publications/ InfectiousDiseases/InfectionControl/ www.hpa.org.uk

Volume 12.2 | HEALTH BUSINESS MAGAZINE

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PERSONAL DATA

Guidance on health and social care records BCS - The Chartered Institute for IT, and the Department of Health Informatics Directorate (DHID) have launched a project to develop clear and easy to follow guidance for patients and the public on the subject of health and social care records. The project will provide patients with advice on how to look after the health and social care records and other sensitive personal data that they are creating or health and social care providers are sharing with them.

The guidance is intended to support the increasing number of patients accessing their records online and those making use of the growing number of online services to store and

share personal health and care data.

Dr Justin Whatling, Vice Chair for Strategy and Policy for BCS Health, explained: “We are very excited about this project and we are glad to have the support of the Department of Health Informatics Directorate.

He continued: “In our recent response to the Department of Health’s ‘Liberating the NHS, An Information Revolution’, we concluded that to become equal partners in their health care, patients will require greater access and control over their records. We identified the need to develop clear and simple guidance on how to use shared and patient controlled records effectively and securely.

BCS is inviting individuals or organisations to tender for the contract. www.bcs.org/dhid

SHARED SERVICES

relocate the existing shared data centre as it was approaching the end of its lease. 2e2 has delivered a successful relocation of 160 servers to the new data centre which it helped to design and commission. In addition, 2e2 provided an interim managed service and Programme Management Office for continuity of service during this change. 2e2 will also deliver desktop management, server management and some network management services.

Commenting on the agreement, David Thomas, Deputy Director of IT for the NHS NCL Cluster said, “Having determined that we needed to wind up the management of our in-house service and move to an external supplier, we considered the options available to us. We selected 2e2 for a number of reasons; they were a proven, established, supplier with an existing service and they demonstrated that they had the flexibility to accommodate a broad range of requirements. We were also impressed by their in-house capability across all technology work streams as well as well as the skills of their existing NHS team.”

PATIENT RECORDS

Mid Staffs chooses Medway system Mid Staffordshire NHS Foundation Trust has selected System C to supply and implement its Medway patient administration and electronic patient record system.

After after a rigorous six month OJEU procurement process, solutions purchased by Mid Staffordshire include the Medway PAS, the e-prescribing module Medway EPMA, the data warehouse and reporting system Medway BI, Medway Order Communications and Results Reporting, and Medway clinical proformas.

Guy’s and St Thomas’ NHS Foundation Trust has

developed an iPhone app that enables patients to log appointments on their iPhone calendar, receive alerts about upcoming appointments, and find information on how to get to the trust’s hospitals by public transport.

The trust spent £12,500 developing the app, which is available for free through the iTunes AppStore.

FOR MORE INFORMATION VISIT:

Contract negotiation creates huge NHS shared service In a series of contracts worth £4m, Haringey Community Services, now part of Whittington Health NHS Trust, and NHS North Central London Cluster will join the original members Camden PCT, Camden and Islington NHS Foundation Trust and Islington PCT to create one of the largest managed shared services offerings in the UK. In common with all entities within the NHS, these organisations need to ensure that they are capable of delivering their services whilst focused on delivering efficiency savings. This win for 2e2 combines the disaggregation of the Barnet, Enfield and Haringey Health Informatics Services (BEH HIS) and the merger of commissioning services across the sector in the formation of the NHS NCL organisation.

The transfer of these organisations from their previous, internally managed, shared service was a result of the need to deliver a more efficient solution. This created a clear need for a new, flexible service to support their reorganisation within the NHS, as well as to provide an interim service to ensure continuity during the transition phase. In addition, there was a need to

NEWS IN BRIEF

Healthcare IT

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

System C’s portal product, Medway Connect, will be used to integrate numerous third party applications. The contract also includes a comprehensive deployment service including data migration, localization, integration, training, testing, floor walking and round-the-clock support.

Medway will replace the Trust’s legacy iSoft PAS and clinical systems.

A new mobile phone app has

been launched in Kent that directs teenagers towards the nearest place where free condoms are given out. The Kent C Card iPhone app gives teenagers aged 19 and under information on how and where to get free condoms using their C Card – a communitybased contraception scheme set up in 2007. It can also be downloaded by searching for ‘Kent C Card’ in the app store. It is currently only available for iPhone. However, other platforms may follow.

Patient information website patient.co.uk has been

redesigned, and is now available as a free app. The website, which receives 5m visits a month, now features better navigation, and a series of apps are being planned.

EMIS Group’s Sean Riddell told e-health insider that the re-launch was part of a wider strategy to increase patients’ involvement in their own care, and that more apps will be launched over the next few months.

THE NUMBER OF PEOPLE VIEWING THE SITE ON A MOBILE DEVICE ROSE FROM 8.6% TO AROUND 21% BETWEEN JANUARY AND DECEMBER LAST YEAR.

Volume 12.2 | HEALTH BUSINESS MAGAZINE

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IntroducIng MEdIcInES oPtIMISAtIon First Databank’s innovative new Primary Care product, providing: • Improved prescribing practice • Better patient outcomes • Medication cost savings • Medicines use analytics

Find out more about the drug knowledge that helps thousands of healthcare professionals make efficient and precise medication-related decisions.

fdbhealth.co.uk First Databank Europe Ltd is a subsidiary of Hearst Corporation Swallowtail House, Grenadier Road, Exeter Business Park, Exeter EX1 3LH Tel +44 (0) 1392 440 100 • Fax +44 (0) 1392 440 192 • info@fdbhealth.com

URGENT CARE 111

Teleguide 111 content suite keeps urgent care call handling time down Taunton and Somerset NHS Foundation Trust has appointed BAM Consruction to complete the £34 million centre at Musgrove Park Hospital. Work will now start in March, and the first patients will be treated towards the end of Autumn 2013.

The new three-storey centre will have 112 single rooms with en-suite facilities, replacing wards one to five in the old building. It will be one of the few NHS developments in the country with all single rooms.

Chairman Ros Wyke said: “This is excellent news for the people of Taunton and Somerset and confirms Musgrove Park’s position as a major centre for complex surgical work. I am

delighted that we have appointed BAM and we look forward to working with them.”

Chief executive Jo Cubbon said: “The existing facilities in the Old Building have served us well over the last 70 years but we now look forward to working with BAM to develop the most modern and attractive ward facilities, fit for the 21st Century. This will strengthen our ability as a hospital to manage emergency and complex surgical cases in line with our ambitions to provide excellent services to the people we serve.” www.nhs.uk/111

MOBILE WORKING

Mobile working knowledge centre launched An online NHS Mobile Working Knowledge Centre has been launched to help the NHS make better use of mobile technology.

There has been a growing shift in the past decade, from treating patients in hospitals to providing care closer to people’s homes.

Updating patient records, booking appointments and issuing prescription in real-time while on the move has the potential to drastically increase

productivity and help tor educe costs.

The new Knowledge Centre, part of NHS Connecting 4 Health, includes good practice guidance, case studies and online tools, such as benefits calculators and business case templates, to help NHS organisations develop and implement effective mobile working programmes. Business consultant Jim Monk says: “Our research show opportunities are being missed by NHS community services organisations, in realising the full benefits potential of mobile working. The knowledge centre not only helps organisations understand and develop their own case for investment, but also suggests structured approaches to avoiding common pitfalls during planning and implementation.”

FOR MORE INFORMATION VISIT

connectingforhealth.nhs.uk/mobileworking

NEWS IN BRIEF

Healthcare IT

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

St. Helens and Knowsley Teaching Hospitals NHS Trust has signed a £1.3m deal with EMC Symmetrix as part of its five-year plan to overhaul its storage infrastructure.

The trust signed the deal in December for EMC Symmetrix VMAX to provide a cloud-based storage infrastructure. The deal will provide medical professionals at the trust with rapid access to patient data, including X-rays, medical records and clinical scans. Phil Corrin, deputy CIO at St. Helens & Knowsley Health Informatics. “The real benefit is that patient reporting has improved due to the faster access to data” University Hospitals Bristol NHS Foundation Trust has deployed an AeroScout real-time location system (RTLS) to track and manage medical equipment for the hospital trust. “Prior to using AeroScout, the clinical staff had to manually search for medical equipment,” said Dave Oatway, IT Services Manager. “Now they have a clear understanding of the location and status of not only high value assets, but also of important patient care items such as bariatric beds and wheelchairs.”

O2 Health’s Side by Side service has been launched following a successful trial

by NHS Western Isles and O2 Health which demonstrated improved clinician productivity, a 30% reduction in travel costs and fewer appointment cancellations. Side by Side is secure software which enables clinicians to use their office computers to link up electronically and conduct personal remote patient-clinician consultations.

It incorporates video, audio and chat functionality plus a digital white board, and operates securely within the N3 network. Western Isles Medical Director James Ward said “Side by Side has demonstrated how we could transform the way we deliver health services to our community.”

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Healthcare IT

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

HEALTH INFORMATICS

BCS Health informatics conference now free to attend HC2012 - the health informatics congress run by the British Computer Society, will be free for delegates this year. Registration is now open for the event which takes place at the Business Design Centre, London, 2-3 May 2012 Matthew Swindells, Chair of BCS Health says: “This year in light of the difficult economic conditions in which many healthcare professionals are operating, we’re delighted to announce that HC2012, both conference and exhibition will be free to delegates.

“Our decision reflects the importance that health informatics plays in our healthcare system today and the demand for our conference and exhibition which has become the definitive event for the healthcare IT and information industry.”

The programme for the two day conference will be split across a number of streams including a focus on policy changes and how they impact health informatics. The conference will feature several high profile speakers including: Mike Farrar, Chief Executive of the NHS Confederation, Jim Easton, NHS National Director for Improvement and Efficiency, Quality, Innovation, Productivity and Prevention (QIPP), and Dr. Charles Gutteridge, National Director for Informatics.

The event will be chaired by broadcaster Nick Ross, who has a longstanding interest in healthcare and information systems.

KEY PARTNERS The conference has already attracted a number of key partners including NICE, the NHS Confederation, the NHS Information Centre, UKTI and Intellect’s Healthcare Council. In addition, BCS is also working in collaboration with the Royal College of Physicians Health Informatics Unit and the Royal College of Psychiatrists Informatics Committee.

Several other organisations will also hold their events within the umbrella of HC2012. They include: the ASSIST Annual Conference, the Institute of Health Records & Information Management (IHRIM) national conference, the UK Faculty of Health and the Multidisciplinary Assessment of Technology Centre for Healthcare (MATCH) which will run its annual Public Interest Forum.

Matthew concludes: “I’m delighted that this year yet again we have a very full and strong programme. There is literally

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HEALTH BUSINESS MAGAZINE | Volume 12.2

The programme for the two day conference will be split across a number of streams including a focus on policy changes and how they impact health informatics. The conference will feature several high profile speakers. something for everyone involved in health informatics, whether it’s learning from our international guest speakers - this year we’ve got speakers from Australia, China, Romania, Georgia, France and Norway - or enjoying the practical skills workshops and best practice theatre. HC2012 is the perfect platform for the profession to demonstrate and showcase best practice and innovation, investment and value.”

TOP LEVEL LEADERS The event consistently attracts top level leaders at government level, who use the opportunity to outline the direction of policy development, and discuss how policy and strategy can be implemented on the ground, and to make significant announcements.

Every year the event has secured the attendance of high-level speakers from the Secretary of State for Health, ministers of

state, senior officials and policy advisors.

The importance and status of information and information technology across the health and social care sectors is increasing exponentially. The Chartered body will be working with other professional organisations to maintain this development and ensure that strong support exists to enable and empower professionals at all levels, and in all sectors.

This year, there will be a strong representation from clinicians in a range of leadership roles. Alongside many clinical leaders from across the NHS, clinicians from across the world will feature, demonstrating how they have shown leadership in engaging and integrating information and information technology into day to day practice. L FURTHER INFORMATION Full details can be found at: http://hc2012.bcs.org

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Doro Tape - a complete range of self adhesive film for signage

THE UK’s PREMIER VISUAL COMMUNICATIONS EVENT

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When planning any new signage work, getting the materials right can be as crucial as the choosing which company will carry out the job.

Different signage does require different films; it is therefore important to consider all the factors.

Are they for interior or exterior use?Are they printed signs or single colour directional signs? Is the project more interior design, a new reception or the requirement to obscure glass panels?

Confused? This is where Tape UK Ltd can help. The company has been suppying self-adhesive films into the sign, display and retail markets for over 20 years. Close links with major European manufacturers and in-depth knowledge makes the company ideally placed to advise on the different product options available.

Doro Tape has an impressive

STRY H S DU

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Register now for free entry at

FOR MORE INFORMATION Tel: 01858 431642 www.dorotape.co.uk

Trotec Laser - making its mark in signwriting

Clear and effective signage from Morgan Signs

After a very successful show last year, Trotec returns to Sign & Digital with its continuing campaign to bring high quality graphic production to signmakers, print providers and engravers alike.

Lasers: The major part of the Trotec portfolio is represented by its laser systems, many of which will be on show at the exhibition.

With an ever-increasing range of well priced and high quality machines, customers will be able to produce anything from simple cut-out lettering to fine detailed engraving in a vast array of materials. With their superior build and service to match, Trotec lasers are fast and supremely accurate, taking production times to a whole new level.

Engravers: Trotec’s range of computerised engraving systems will also be represented at this years show. These are the only solution for deep engraving into many materials, such as metals, and can produce jobs quickly and efficiently. Robust in design, they

Morgan Signs & Design understands that hospital signage needs to be clear, simple and effective. It should enable people to get where they need to be as quickly as possible, without unnecessary anxiety and stress.

In locations where children will be present, it is important that the signage should be vibrant and cheerful, helping to create a positive and friendly experience in a clinical environment.

The company can work closely with hospital facilities management teams to come to a bespoke signage solution.

This begins with initial design proposals, all the way through to final installation.

Morgan Signs has recently completed an exciting project at Heartlands Hospital in Birmingham for the Medical Innovation Development Research Unit (MIDRU).

After liaising closely with the hospital management, the company was able to execute the successful implementation

S&D 2012 Sales 130x92.indd 1

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portfolio of self-adhesive films in stock and ready for delivery everything from coloured vinyls and reflective and fluorescent films through to glass obscurity and special effect films. For digital printing, Doro Tape stocks films for short term, medium or long term use, as well as banner material, papers, canvas and even printable wallpaper for special projects such as brightening up children’s wards. Eco-friendly materials, which are increasingly specificied, can also be provided.

28/11/11 15:02:21

run from the industry leading SureLab (Cadlink) software.

Materials: Along with samples, Trotec’s new 2012 catalogue will be readily available on the stand, showcasing the UK’s largest stock of engraving materials, metals and consumables, not to mention the popular cut-toservice options. Just ask one of the team and they’ll happy to help. Visit our websites at www.troteclaser.co.uk (laser systems) or www.suregrave. com (engravers and materials).

FOR MORE INFORMATION Tel: 0844 800 0020 www.troteclaser.co.uk www.suregrave.com

HEALTH BUSINESS MAGAZINE | Volume 12.2

of the MIDRU branding, which consisted of digitally printed window manifestations and built up polished stainless steel individual letters and logo, complete with a full internal and external signage scheme.

For further information, visit Morgan Signs’ website, which gives an overview of its work and contains case studies and testimonials..

FOR MORE INFORMATION Contact: Gareth Morgan Tel: 01922 635 726 gareth@morgansigns anddesign.co.uk morgansignsanddesign.co.uk

EVENT PREVIEW

Sign & Digital UK

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Birmingham showcase points the way to signage solutions As the pre-eminent British show of its kind, Sign & Digital UK 2011 is a staple in the trade show calendar for anyone with a sign or graphic solution to promote. It’s also an excellent opportunity for buyers and facilities managers from any industry to scrutinise and learn more about those visual communications systems that might have a place in their own organisation As well as being able to access the show free of charge, visitors will be able to see the latest innovations and technologies and new exclusive product launches, take part in free educational live hands-on demos and free workshops, and make valuable contacts.

Surrey-based organiser Faversham House Group (FHG) says there will be a much wider range of products being displayed than ever before with “some significant industry launches”.

Event marketing manager Alan Caddick says the event is: “the only place in the UK where you will see such a broad range of sign making and digital printing applications and solutions. As well as being the UK showcase for the latest technologies and many new product launches, the show offers numerous demos and opportunities for advice to help keep your business ahead of the game”.

Across three days, Sign & Digital UK 2012 will host numerous features and seminars.

Among these are the Signmakers’ Workshop, The Adobe Theatre and Corel design software seminars. Visitors will also be able to participate in a number of interactive sessions and hands on demonstrations where they can watch, learn, ask and even take part. Some exhibitors will also be offering expert advice and seminars on their individual stands.

This year, organisers have also organised a ‘Green Trail’ to highlight products that display either an eco-friendly,

environmental or ethical element.

Caddick explains the concept: “We thought of a Green trail two years ago but through the recession we’ve seen businesses review the importance they placed on environmental issues and concentrated more on survival tactics with pricing and customer service on the top of their list of priorities. We’ve seen renewed interest this year and so the Green issue is well and truly back on the agenda”.

The organisers say that they’ve had very positive feedback from exhibitors so far.

“There will be a good mix of products on the Green Trail list including ink and media manufacturers, printers, and recyclable display products,” says Caddick. “Not to mention sustainable solutions from the digital signage sector.” The Green Trail will be heavily promoted prior to the show and be highlighted

on the exhibition floor plan so visitors can easily identify which stands are taking part.

“All applications for the Green Trail will be vetted to ensure that they actually do display either an eco-friendly, environmentally aware or ethical element to the product,” says Caddick.

Last year Sign & Digital UK attracted just under 7,000 visitors over its three-day residence. This year it is based in halls 3 and 3A at the National Exhibition Centre (NEC) at Birmingham between March 27-29.

Children under 16 will not be admitted onsite at the event (including children or babies in pushchairs) due to health and safety reasons. L FOR MORE INFORMATION www.signanddigitaluk.com

The only place in the UK where you will see such a broad range of sign making and digital printing applications and solutions. As well as being the UK showcase for the latest technologies and many new product launches, the show offers numerous demos and opportunities for advice to help keep your business ahead of the game.

Volume 12.2 | HEALTH BUSINESS MAGAZINE

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

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WASHROOM EQUIPMENT

RECEPTION SEATING

Pegler to launch antimicrobial copper taps

Beam seating range from Knightsbridge

Pegler Yorkshire has developed a new range of taps for the healthcare sector manufactured using antimicrobial copper.

The range boasts the antimicrobial copper Cu+ mark, which signifies the products are capable of continuously killing pathogenic microbes even in between cleans.

Pegler Yorkshire has combined this technology with a selection of its Performa range of healthcare taps and mixers, which are specially designed to suit the needs of healthcare professionals, patients and care home residents.

The first in the UK to launch a product of this type, Pegler Yorkshire’s tap product market manager, Mike Dickinson explains: “As the healthcare industry strives to prevent the transfer of infectious bacteria, and with taps being one area of a hospital that is continuously used, it is imperative that manufacturers develop new products to help combat the issues facing the industry. The results of research conducted by specialists across the world has shown that the antimicrobial benefits of copper far outweigh any other product on the market. Antimicrobial Copper surfaces are the most effective touch surface, ideal for the healthcare environment where their inherent, continuous ability to kill bacteria will supplement infection control measures.

Forming part of a new ‘Hospital’ brochure by Pegler Yorkshire, the antimicrobial range of taps sit alongside other products that conform to the Health Technical Memorandum, such as Thermostatic Mixing Valves (TMV).

Pegler Yorkshire’s range of Antimicrobial Copper taps are to be launched early this year. www.pegleryorkshire.co.uk

Two new ranges of beam seating have been introduced by Knightsbridge Furniture, suitable for seating in waiting rooms and reception areas. Star and Chatter are both available as 2, 3 or 4-seat beams, and can be fitted with arms and tables at any point along the beam. Star features a sturdy epoxy-coated frame with polished metal seats and tabletops. The Chatter range is set on a chrome frame with graceful curved legs: seats are in either timber, plastic or with fixed upholstery and tabletop options include timber or melamine.

http://tinyurl.com/8xjqcgrW

INFECTION CONTROL

Virtual Nurse keeps hands clean at UCH University College Hospital (UCH) is the first in the country to introduce a ‘virtual nurse’ to greet staff and patients on their arrival and remind them about the importance of following good infection control practice. The virtual nurse also keeps patients and visitors informed about other Trust projects. It is reflected via high definition video projectors onto a specially-developed material, which produces a crystal clear image. Visitors will be regularly prompted by the virtual nurse to clean their hands at the many hand gel dispenser points around the hospital. One in three people in the UCH atrium used the unit to clean their hands during a two-hour period in November.Trevor Payne, director of estates and facilities at UCLH, said: “We are proud to be the first hospital in the UK to introduce a virtual nurse as part of our campaign to tackle infection.” http://tinyurl.com/73hkr3v

CR SCANNERS

DRUG DELIVERY

Nuffield’s new Profect multi-slot CR Reader from Fujifilm

Even distribution from the Crono Twin

Nuffield Hospital in Ipswich has installed a Profect CS Multi Slot CR reader from Fujifilm, replacing their single reader.

The multi slot reader has enabled the department to greatly increase their film throughput and efficiency with its image optimising features such as DualSided Imaging Plates, Multi-frequency Processing and Pattern Enhancement for Mammography functionality. It has the capability to produce up to 80 mammography images per hour, and, in standard mode, up to 165 general radiographic images can be produced per hour. The Profect CS also has a convenient stacker accommodating four cassettes at once. Radiology Services Manager, Belinda Laffling, said: “We chose the Profect CS due to the excellent image quality. The installation was very quick and there was minimal disruption to the departments work.”

http://tinyurl.com/8yuupom

Hospital Products

HOSPITAL PRODUCTS - visit www.healthbusinessuk.net to read more product showcases

The Crono Twin answers demand from clinicians and patients for the replacement of two separate pumps by one streamlined version for the easier management of chronic conditions such as PID (Primary Immuno-Deficiency), Thalassaemia, Brittle Asthma and pain. The Crono Twin brings the benefits of increased volume capacity and offers the ability to ensure even distribution of drug delivery through different sites at the same time. It is also suitable for the delivery of any therapy programme that demands the simultaneous use of two different, non-compatible drugs, without the inconvenience of two separate pumps.The pumps already have a reputation for ultra portability and high reliability, and the new Twin provides all the benefits of the recently upgraded Cane range: real-time clock, easyto-programme delivery set up, comprehensive information read-out, full settings memory, and dual processor for ultimate safety and control. Cambridge-based AMT also supplies infusion sets, which are recommended by manufacturers of all portable drug delivery systems available in the UK for use with their products. www.applied-medical.co.uk

Volume 12.2 | HEALTH BUSINESS MAGAZINE

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THEARAPY n CT n MRI n X-RAY

Advertisers Index

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

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ADVERTISERS INDEX

The publishers accept no responsibility for errors or omissions in this free service Aalborg

29

Faversham House

44

Phoenix Ambulance Services

26

Abacus Ambulance Service

26

Fireworks

46

Priorclave

36

Advanced Sterilization Products

34

First Data Bank

40

Rapp Media

43

Asckey Data Services

24

GID – Quantor

6

British Bins

36

Graphic Mail

38

Safety Priorities

20

Business Furniture Online

24

Grundon Waste Ltd

46

Secure I.T Disposals

36

HC Slingsby

46

Selectamark

OBC

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Spirax-Sarco

16

Tax Project Management

10

Citadel Events

8

Coverdale Business Development

12

Initiative Quality & Safety

Devon Medical

48

Language Line

Disabled Living Foundation

30

Latisscientific

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Trotec Laser

44

Doro Tape

44

Leema Risk Management

10

Twyford Bathrooms

14

Morgan Signs & Design

44

Universal Safety Consultants

18

E-Co

50

4

Rentokil Specialist Hygiene

IBC

22, 24

Energy Saving Trust

16

Parking & Enforcement Agency

26

Variable Message Signs

Evac & Chair

32

Patrick McCaul – Environmental Consulting

18

Welch Allyn

HEALTH BUSINESS MAGAZINE | Volume 12.2

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