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PROCUREMENT

ENERGY

EFFICIENCY IN PRACTICE

Great Ormond Street Hospital details its energy reduction policies HEALTHCARE ESTATES

SHOWCASING INNOVATION

All you need to know about how the built environment can benefit patients

MENTAL HEALTH

MENTAL HEALTH PERCEPTIONS With mental health high on the political agenda, how can care reach those who need it?

PLUS: CATERING • FIRE SAFETY • HEALTH+CARE • INFECTION PREVENTION • MODULAR BUILD

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HEALTH BUSINESS AWARDS

FINANCE

Comment

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Mental health lifted firmly on to Westminster agenda

PROCUREMENT

ENERGY

EFFICIENCY IN PRACTICE

Despite Prime Minister David Cameron’s best efforts to defend his party, new Labour leader Jeremy Corbyn is ensuring that mental health receives the attention he feels it deserves.

Great Ormond Street Hospital details its energy reduction policies HEALTHCARE ESTATES

SHOWCASING INNOVATION

All you need to know about how the built environment can benefit patients

MENTAL HEALTH

MENTAL HEALTH PERCEPTIONS

With mental health high on the political agenda, how can care reach those who need it?

Following his overwhelming success in the Labour Leadership contest, the Islington North MP has reshuffled his Shadow Cabinet with the eyebrow raising addition of a ‘Minister for Mental Health’. Luciana Berger, MP for Liverpool Wavertree, will be the first holder of the position which has no identical counterpart in Cameron’s Cabinet.

PLUS: CATERING • FIRE SAFETY • HEALTH+CARE • INFECTION PREVENTION • MODULAR BUILD

Berger said: “I am delighted that mental health has been given the recognition it has long needed and is now a Shadow Cabinet responsibility. This newly-created role is an opportunity to achieve the cross-departmental working on mental health that is vitally needed. The overwhelmingly positive response to the creation of the position highlights the strength of feeling across the country on this issue.” “This role plays to my own passionately-held beliefs that mental health must be given top priority, and that cuts to services harm vulnerable people.” Last month, following several Freedom of Information requests by Labour, it was reported that the government had fallen short on it spending on mental health promise, with mental health budgets dropping for 2015/16. Whether Mr Corbyn’s mental health prioritisation will spark a Conservative spend increase remains to be seen. Michael Lyons, acting editor

P ONLINE P IN PRINT P MOBILE P FACE TO FACE If you would like to receive all issues of Health Business magazine for £120 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:

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226 High Rd, Loughton, Essex IG10 1ET. Tel: 020 8532 0055 Fax: 020 8532 0066 Web: www.psi-media.co.uk EDITOR Angela Pisanu ACTING EDITOR Michael Lyons ASSISTANT EDITOR Tommy Newell PRODUCTION EDITOR Richard Gooding PRODUCTION CONTROL Jacqueline Lawford, Jo Golding WEBSITE PRODUCTION Reiss Malone ADVERTISEMENT SALES Alexander Baker, Jeremy Cox, Andrew Herbert, Demetrios Shamarkou, Patrick Dunne, Ben Plummer ADMINISTRATION Victoria Leftwich, Vickie Hopkins PUBLISHER Karen Hopps REPRODUCTION & PRINT Argent Media

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Volume 15.5 | HEALTH BUSINESS MAGAZINE

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CONTENTS

07 NEWS

Mental health provision questioned; emergency service collaboration; Assisted Dying Bill; and contract negotiations

13 FINANCE

An injection of funding pledged by the government against ongoing NHS pressures is scrutinised by the Healthcare Financial Management Association

17 PROCUREMENT

Health Business analyses the fall out from Lord Carter’s interim review of efficiency in hospitals and its success

On the back of its NHS Sustainability Award, Brendan Rouse explains how Great Ormond Street Hospital for Children has made progress in reducing its energy demand

25 CATERING

Andy Jones outlines how the Hospital Caterers Association consistently implements food standards for those in the health care environment

29 MODULAR BUILD

The Modular and Portable Building Association explores how temporary buildings can tackle peak-time demand

Health Business analyses the Care Quality Commission’s ‘Right here, right now’ report and questions what more needs to be done to improve mental health care

49 HEALTH+CARE

With over 300 speakers delivering ‘live’ case studies, debates and offering practical solutions to current challenges, Health+Care provided a world class learning and networking environment On the 20-21 October 2015, Healthcare Estates provides the opportunity to explore how to improve the built environment for the benefit of patients

62 INFECTION PREVENTION Health Business previews Infection Prevention 2015, the must attend infection control event, which will be held on the 28-30 September 2015

67 IFSEC INTERNATIONAL

IFSEC International 2015 enjoyed another hugely successful year for Europe’s largest security event. Health Business reviews this years show

71 INFORMATION TECHNOLOGY

33 FIRE SAFETY

Bob Whiteley, of the Fire Industry Association, discusses the safety benefits of watermist fire suppression systems

Julia Ball, of University Hospitals of Leicester NHS Trust reflects on some anxieties around implementing IT systems for busy hospital staff

36 PATIENT SAFETY

82 IP EXPO

The NHS Leadership Academy looks at how patient inclusion and participation can lead to better care and service for those patients in need

Taking place on 7-8 October at London’s ExCel Centre, IP Expo is Europe’s leading information technology event

85 HB AWARDS

39 PATIENT FIRST

Held in December, the Health Business Awards recognise success in the health sector and excellence in the provision of NHS facilities

Patient First is back for its second year, encouraging those within the NHS to consider the ‘patient conversation’

43 MENTAL HEALTH

53 HEALTHCARE ESTATES

21 ENERGY

Contents

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

VOLUME 15.4 www.healthbusinessuk.net

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PLUS: PARKING • TRANSLATION • SECURITY • DATA DESTRUCTION • EVENT PREVIEWS

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MENTAL HEALTH

NEWS IN BRIEF

Cameron questions GPs over lack of mental health provision Prime Minister David Cameron has defended his stance on mental health provision, by moving criticism onto GPs for not treating people for mental health conditions or referring them for ‘increasingly available’ cognitive behavioural therapy (CBT). In response to a question from Labour leader Jeremy Corbyn during Prime Minister’s Question Time, Cameron said that ‘we need to do more as a country’ to tackle mental health problems and that this required changes in the health service, highlighting GPs as a key barrier to better care. Cameron: “Many people going into their GP surgeries have mental health conditions, but they are not treated for those conditions and do not get access to, for instance, the cognitive behavioural therapies that are increasingly being made available. “So my argument is, yes, put in the resources, change the way the NHS works and change public attitudes to mental health – that is vital – but I say again that we will not be able to do any of those things without the strong economy that we have built over these last five years.”

‘Health Matters’ resource launched for local public health professionals

Cameron: “Put in the resources, change the way the NHS works and change public attitudes to mental health”

Corbyn revealed he was approached by over a thousand people to raise the issue of problems with mental health services at Prime Minister’s questions. READ MORE tinyurl.com/oxu6qf4

EMERGENCY SERVICES

Government calls for greater collaboration between emergency services A government consultation paper has set out plans for greater collaboration between emergency services. The paper lays out plans for a legal duty to collaborate between the ambulance, police and fire and rescue services, so that all three must consider collaboration wherever it would drive efficiency or effectiveness, expecting them to work together to deliver cost savings. It also outlines plans for Police and Crime Commissioners (PCCs) to have greater powers to harness local partnerships built across their forces and ensure that the demand that the police and ambulance service place on each other is dealt with in the most effective manner. The consultation said: “We want to see PCCs and NHS ambulance trusts working more closely together to ensure the demand the police and NHS ambulance services place on each other, on a day‑to-day basis, is dealt with in the most effective and efficient manner. “The government is also committed to continue to encourage joint working with the NHS ambulance service,

News

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whether on co-responding or the wider agenda to improve health outcomes. “This will help the NHS ambulance services focus on its core role of delivering clinical NHS services. The government expects the NHS ambulance service to do more in helping people access the right care closer to home through greater collaboration with primary and community care so that people are only transported to A&E when their clinical condition requires it.”

tinyurl.com/psfsgaf

‘Health Matters’, a new resource for public health professionals designed to support commissioning and delivering services across local areas, has been launched by Public Health England (PHE). The resource was launched at PHE’s annual conference in Warwick on 15 September, with the first resource ‘Health Matters: smoking and quitting in England’. It brings together local and national level data, policy and programme expertise in an easily accessible package and also includes campaigning and social marketing resources to support health professionals in making effective public health intervention. Other resources will follow, dealing with obesity, alcohol, antimicrobial resistance, tuberculosis, early years and dementia. PHE chief executive Duncan Selbie, said: “Health Matters is part of our mission to provide user-friendly advice and guidance and, in particular, on what works. This is the first in the series and we hope it will prove helpful to practitioners and policy makers in helping people to quit smoking.” READ MORE:

tinyurl.com/qb676hw

Norman Lamb to chair West Midlands mental health commission Former Minister for Community and Social Care Norman Lamb has been appointed as the chair of a new West Midlands commission on mental health. Lamb will lead a panel including NHS England national clinical director for mental health, Geraldine Strathdee, and Public Health England director of health and wellbeing, Kevin Fenton. The panel will be responsible for assessing the scale of mental health problems in the region, including their cost and impact across the whole healthcare system. It will also be responsible for identifying best practice both nationally and internationally, making recommendations on how these findings could improve services in the region. READ MORE

tinyurl.com/oxj3naq

Volume 15.5 | HEALTH BUSINESS MAGAZINE

In 2013, 2014 & 2015, the International Association of Outsourcing Professionals has ranked ISS among the world’s best outsourcing service providers

The brightest stars of outsourcing for the third year in a row With more than 100 years of experience in the service industry and over 500,000 dedicated employees, ISS provides the ‘Human Touch’ to those important jobs that our clients outsource; which is why we are very proud to have been serving the NHS since 1984.

Operating in over fifty countries ISS provides services within six different areas: Catering, Cleaning, including professional healthcare cleaning, Technical Services, Security and Support Services including healthcare logistics, and Facility Management.

For more than 30 years ISS FS Healthcare has been providing the widest range of services to the NHS, nowadays working in over 300 NHS premises across England and Scotland providing the very best ‘award winning’ services, and it is our ambition to continue providing those services for many years to come.

Despite the change of review criteria ISS achieved the highest possible result of four full stars in the 2015 IAOP review. We celebrate this award as an acknowledgment of great service performance, and the part that our UK business has played in the overall picture. Being great is at the heart of our culture and each ISS individual.

Every day ISS employees work as an integrated part of each Client NHS Trust, ensuring that service value is created through ‘The ISS Way’ of customising and delivering our innovative service solutions.

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NEWS IN BRIEF

News

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

CONSULTANTS’ CONTRACTS

Assisted dying bill rejected by MPs MPs voted against changing the laws on assisted dying, which would allow terminally ill patients to end their lives with the help of doctors. It was the first vote on the issue for about 20 years, and saw 330 vote against and 118 vote in favour after a heated debate. The proposed Assisted Dying Bill would have allowed patients with an obvious desire to end their lives to be prescribed a lethal dose of drugs by two doctors, but only the patient would be allowed to take them. READ MORE:

tinyurl.com/qarnlul

Department of Health to review NHS spending on private care homes The Department of Health has announced that it will review the amount it pays to private care providers for nursing services. The review will consider if the rate paid, which is currently £112 a week per resident, is reflective of the true costs of this service and if the service supports high quality out of hospital care. The review comes after several years of campaigning by Care England, which represents independent providers, to review the rate. Professor Martin Green, chief executive of Care England, said: “Care England will continue to liaise with the Department of Health as to the manner of the review and liaise with others in the nursing home sector on this extremely important issue.” The review is set to be complete by the end of this financial year.

tinyurl.com/o2dxart

Consultants restart contract negotiations Consultants in England have agreed to re‑enter contract negotiations, including reforms to the right to opt out of weekend work, following a government commitment to better contractual safeguards. The British Medical Association (BMA) has commented that it is prepared to negotiate ending the right to opt out of weekend work, but assured that there was still much to discuss. In July, Health Secretary Jeremy Hunt warned that if the BMA did not agree to enter serious negotiations over contracts by mid‑September – including the end of opting out of weekend work – he would impose changes to contracts for newly-appointed consultants. A new commitment on safeguards, along with an agreement to collect the data that will underpin planning, has led to the BMA consultants committee agreeing to restart talks. BMA consultants committee chair Paul Flynn said: “The BMA is committed to reaching agreement on a contract that delivers high‑quality, safe patient care across the week. There is still much to discuss, but we want to deliver a contract that is good for patients, fair for doctors and good for the NHS.”

The BMA has also said that while detailed talks are set to resume with NHS Employers, it remains essential that the government answer all the fundamental questions that doctors have posed about its plans for seven-day services. Stating that nine out of 10 consultants already work evenings and weekends, the British Medical Journal (BMJ) has found that only one per cent of consultants have used the provision in their current contract to decline working outside agreed hours. Flynn said: “In areas such as emergency medicine, consultants have been the driving force behind 24/7 working patterns. The real obstacle to delivering more seven-day services is not the consultant contract but the lack of staff, investment and resources needed to deliver extra care at a time of enormous strain on existing services. “This is why it is important that the government works with us constructively in the coming months and provides more detail on how it plans to staff and fund more weekend care.” READ MORE

tinyurl.com/pr7aaz8

HUNT PETITION

Jeremy Hunt’s removal debate ignored Parliament has decided against debating a vote of no confidence in Health Secretary Jeremy Hunt, despite a petition attracting 220,000 signatures. A debate, held on 14 September, instead focussed on contracts and working conditions in the NHS, aswell as plans for increasing seven day access. Hunt’s position was not at the centre of the debate, with the Health Secretary opting to not take part. The Parliament.uk petition, headlined ‘To debate a vote of no confidence in health secretary the Right Hon Jeremy Hunt’, argued that ‘Jeremy Hunt has alienated the entire workforce of the NHS by threatening to impose a harsh contract and conditions on first consultants and soon the rest of the NHS staff’. The petitions were originally launched following a speech where Hunt said he would

impose weekend working in the consultant contract to end high payments to fill shifts. It also followed closely Mr Hunt’s announcement of the ‘new deal’ for general practice, which would see GPs accept seven‑day working in return for support for struggling practices but was later denounced by the BMA as threatening the existence of the profession. The Commons Petitions Committee said it had reviewed the petition, as well as a similarly-worded call on Change.org that received more than 100,000 signatures. It follows the Government’s response, published on the petition page, that focused on the merits of a seven‑day NHS and not on Mr Hunt. READ MORE:

tinyurl.com/nj7g5fc

Volume 15.5 | HEALTH BUSINESS MAGAZINE

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“I have just estimated the mailings would cost almost twice as much if we did them in-house the traditional way. Based on sending out 1,000 letters, Docmail would cost just over £350, but including postage at 53p, envelopes, paper, and ink costs, plus staff time, it would cost us around £670 to do the same mailing, a saving of around over £300. The savings are amazing!” Alison Dunbar, Practice Manager

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MENTAL HEALTH

Patient safety at risk as nurses rejected

One in five GPs report patient harm as mental health services struggle to cope

Approximately 1,000 nurses from outside of the European Union have been rejected by the Home Office with a further 1,000 nurses expected to apply to work in the UK in the next six months, says NHS Employers. NHS Employers has warned that immigration rules are compromising patient safety, cost controls and leaving a shortage of nurses and doctors at a crucial time. It also warns that if NHS Trusts are not able to recruit overseas nurses there is a risk that clinical services will be compromised, especially in the coming winter months when demand for care is highest. This could lead to delays for patients, their families and risks operations being cancelled and treatments being delayed. Figures from NHS England show there is increasing demand on the NHS to meet patient need at a time when there is a nursing shortage in the UK. Trusts need to recruit large numbers of nurses from outside of the EU to provide a sustainable workforce in the NHS. While plans are in place to train more nurses in the UK, it takes four years to commission and deliver the training so we will not see the benefit until 2017 at the earliest. In the meantime, the NHS’ priority must be to ensure that there is sufficient staffing to deliver good patient care in hospitals across the country. The NHS values migrant doctors and nurses who

Medical publication Pulse has reported that one in five GPs have witnessed patients come to harm as they were unable to access the necessary support from their community mental health teams. This has led to some patients committing suicide, being sectioned or being admitted as a result. The survey of 500 GPs revealed a worrying crisis in community mental health, with more than eight out of ten GPs saying they were not confident their local community mental health service could cope with its caseload. Additionally, 18 per cent of GPs claimed they had experienced patients who were harmed because of a lack of support from their community mental health or crisis teams. The vast majority of GPs said that they were having to manage patients with mental health issues outside their competence at least some of the time. The findings come despite the government ensuring that mental health care will have equal esteem with physical health care. Professor André Tylee, head of primary care mental health at the Institute of Psychiatry, Kings College London, described the findings as ‘shocking and worrying’ figures. Tylee said: “There needs to be an urgent improvement in the whole system whereby more resources go into both frontline mental health services that liaise with primary care and into primary care to support mental health training and related service development.” However, Dr Martin McShane, NHS England’s director for people with long-term conditions, claims that progress is in hand. He said: “We must make sure patients get the right care as close to home as possible. While these decisions are made locally, we are supporting CCGs to deliver high-quality care and parity of esteem for mental health services – both of which are a priority for NHS England.”

have contributed a significant amount to the way we deliver care to our patients. Danny Mortimer, chief executive of NHS Employers, said: “Even with government commitment to additional training places for nurses and a focus on retention, we need to employ staff from outside the EU to meet current demand for staff. “If Trusts are unable to employ these nurses it will impact on their ability to meet safe staffing levels and support the effective provision of services particularly in the winter months. “Non-EU nurses are invaluable to the NHS. Whilst we are experiencing a mismatch between supply and demand we are asking that this is recognised and that nursing be placed on the shortage occupation list for the next two years.” READ MORE tinyurl.com/oe87pxr

NHS ENGLAND

Tim Kelsey to leave NHS England Tim Kelsey, National Director for Patients and Information at NHS England, is to leave NHS England in December and become commercial director at Telstra Health, a division of Australia’s leading telecommunications provider. Kelsey joined NHS England at its establishment in 2012. Since then he has led its work on data and technology and patient and public participation and communications. Last year he was appointed National Information Director and chair of the new National Information Board in health and care. Kelsey said: “It has been an enormous privilege to work with such talented and committed colleagues at NHS England and across the wider health and care service. “Together we have made the case for a digitally-enabled NHS in which patients are encouraged to participate. Over the last three years we have made significant progress on turning that aspiration into reality.

“The decision to leave has been one of the hardest I’ve made but I’m going to fulfil an ambition that will come as no surprise to those who know me well – to develop next generation digital services for patients and professionals that I hope will help all of us take more control of our health and care. New technologies – particularly the advent of genomics and personalised medicine – offer unprecedented opportunity to transform health outcomes.” Simon Stevens, chief executive, NHS England said: “Over the past three years Tim has brought his infectious energy and creative expertise to the vital drive for open, transparent and technology‑enabled health services. It’s no surprise that other countries now want to emulate that success, so as the NHS moves into the implementation phase of the strategy Tim has helped craft, we wish him every success as he shifts gear to working in Australia and internationally.” READ MORE tinyurl.com/nroeoh8

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READ MORE tinyurl.com/om5jka5

Volume 15.5 | HEALTH BUSINESS MAGAZINE

MAKING SAVINGS

Paul Briddock, Director of Policy at the Healthcare Financial Management Association, examines the injection of funding pledged by the new Conservative government against ongoing NHS pressures The financial demand on healthcare services has never been so immense as organisations strive to continue offering high standards of healthcare against a backdrop of ambitious efficiency targets and quality initiatives. Pressure on the NHS is rising as cuts are biting into budgets and the scale of the challenge is further exacerbated by recent revelations that NHS Trusts and Foundation Trusts have been told to rework their financial plans in a bid to reduce the forecast £2 billion Provider deficit for the year. In the post-election period, much had been made of the £8bn cash injection promised to the health service over the next five years to help it plug its £30bn funding gap. Yet how can the health service – a dominant issue during the election campaigns – achieve the unprecedented £22bn in efficiency savings that it has promised to make through

substantial productivity gains between now and 2020? How far can these funds really take health and care in the UK? SAVING THE NHS In more than 100 days since the new government has formed we have heard a number of suggested initiatives to save the NHS – with plans for seven day services, a more integrated health and social care and devolution mooted as potential rescue bids. Lord Carter claimed the NHS could save £5bn a year by cutting down on staffing inefficiencies and a better approach to spending, while Jeremy Hunt announced plans to clampdown on ‘expensive’ agency

ently It’s evid lent a turbu sector the time in S financial and NH ance across performrd continues the boae-dive at an to nos ing rate alarm

Volume 15.5 | HEALTH BUSINESS MAGAZINE

Written by Paul Briddock, Healthcare Financial Management Association

Funding to help ease the NHS financial burden

staff spending in a bid to ease the financial woes of the struggling health service. But before we can look for answers we have to analyse the financial position our health organisations are currently facing. It’s evidently a turbulent time in the sector and NHS financial performance across the board continues to nose-dive at an alarming rate, which was evident in our latest findings from 196 NHS finance directors across England. The ‘Temperature Check’ report into the financial challenges facing the NHS was the first research of its kind since the new government took office and found that more than three quarters (78 per cent) of provider trust finance directors expect to be in a worse financial position at the end of 2015/16 than they were in 2014/15. Added to this, almost two thirds (63 per cent) are also forecasting a deficit for the end of this financial year, up by a third compared to the 47 per cent that finished 2014/15 in deficit. With expected deficits set to rise, the news agenda is awash with speculation regarding the future of the NHS. The vast majority of finance directors (92 per cent in England) don’t feel that health organisations will have sufficient financial resources available to implement the Five Year Forward View, or other long-term financial plans, without further cash injections – something the government has made clear is not going to happen beyond the £8bn promised. We can therefore see that we have a questionable outlook. To help with E

Finance

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MAKING SAVINGS

Finance

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 financial planning, we urgently need details on how and when the £8bn will be deployed. This is a very welcome financial boost, but when will the sector see it and across which areas? AMBITIOUS PLANS In order to achieve current 2015/16 plans there are several risks associated and finance directors themselves are telling us that these are currently high, such as a slippage in outlined cost savings, increased demand, fluctuating emergency activity and spending on agency staff. Finance directors have ambitious plans to save through improving efficiency, from procurement streamlining to supporting staff to work in different ways. While this will help protect and maintain services, we can’t rely on these measures alone to plug the remaining £22bn gap in NHS finances. Increasing demand for services and an ageing population mean transformation of service provision is the key to a sustainable, fit-for-the-future NHS. This will require short term investment before long term benefits are realised. When asked about the risk associated with achieving plans set out for the current year, most finance directors assessed this as either high or medium, with only 16 per cent of clinical commissioning groups (CCGs) and 10 per cent of provider finance directors rating risk as low. We examined what the biggest of these risks were and savings was highlighted again, with 74 per cent of respondents citing slippage in cost savings as a top risk factor; followed by increased demand (64 per cent), emergency activity (55 per cent) and spending on agency staff (50 per cent). In contrast to the foreboding picture presented by trust respondents, on the surface at least, things look more positive for their CCG equivalents. Some 83 per cent expect a surplus at the end of this financial year and half predict they will be in a similar or better position than they were at the end of 2014/15 by April 2016. Our CCG members also told us they are responding to the current financial challenges in quite different ways to their trust counterparts, with CCGs concentrating on integration, redesigning pathways and investment in community services, while trusts prioritise reducing agency costs, procurement cost savings and reducing clinical variation. BUDGETING FOR THE BUDGET There is no single right answer to how to balance the pressure to deliver an every-higher quality service with this further squeeze on finances. But one thing everyone working in finance in the health service can pledge to do is give more thought to how the NHS measures and understands the results achieved from the money spent on and by it. A lot of emphasis is placed on how much things cost and the budgets we have – we know the cost of everything that takes place in a hospital and we know what is spent.

The vast majority of finance directors don’t feel that health organisations will have sufficient financial resources available to implement the Five Year Forward View, or other long-term financial plans, without further cash injections What’s more difficult to get to grips with is the return on investment of this spend because often the impact on clinical outcomes isn’t being consistently measured and evaluated. Better measurement is going to be a key factor in making these promised efficiency savings a reality. As a result, driving improvements in the quality of cost and business information used within the NHS to better inform decision-making must be a key focus. Costing has historically been given a back seat in relation to the overall aims and challenges of an NHS organisation. However, this has changed dramatically over the past five years, particularly with the introduction of patient-level information and costing systems (PLICs), which help organisations to better understand variations and their causes within the services they offer as well as helping to ensure that we make the best use of available resources. PUTTING QUALITY AT THE FOREFRONT The NHS is now at a point where it is recognising the importance of good costing, the need for highly trained finance staff and the possibilities of costing for value. To support organisations in achieving greater value for money, the Healthcare Financial Management Association (HFMA) has recently set up the Healthcare Costing

for Value Institute, specifically targeted towards healthcare professionals including finance directors, clinicians and operational managers keen to learn how to drive improvements in the quality of costing. What is clear is that the unprecedented financial challenge facing healthcare organisations means that quality should be at the forefront of every financial plan in order to make the most effective use of budgets. But health communities also need to work together to develop sustainable solutions for the long term. Now more than ever requires a united effort for the NHS to be a sustainable service going forward and to evolve and transform services for a sustainable future. The recent summer budget saw the government make good on the £8 billion of funding promised but what we desperately need now is clear detail on how and when this funding will be deployed. The HFMA is calling for the funding to be front-loaded to enable the service to make the investments needed to start realising those savings. The longer we go without clarity and the funding kicking in, the longer it will take for efficiencies to be achieved in a health service already facing huge financial challenges. L FURTHER INFORMATION www.hfma.org.uk

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NHS SAVINGS

Procurement

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Will the NHS fall short on its savings target? Changing the way that the workforce is managed can help produce ‘significant savings’ for the NHS, an efficiency review of hospitals in England discovered. But are the savings achievable and when will they show? Health Business investigates

An independent hospital productivity report written by Lord Carter of Coles in June suggested that hospitals could save up to £5 billion a year through increasing efficiency and making better use of staff, medicines and supplies. Lord Carter’s report was the consequence of spending a year working with 22 hospitals examining the possible ways to improve efficiency and spread best practise. The report outlined that in order to meet plans for a 7-day NHS service, hospitals must optimise the use of medicines, better manage staff, rotas and shifts, improve the organisation of annual leave and sickness absence, and become better at procurement. The report also found that one hospital could save up to £750,000 a year through improvements to staff rosters and flexible working, while saving money being lost through staff claiming too much annual leave. Additionally, Lord Carter found that another (unnamed) hospital saved £230,000 by

In order tons la meet p y NHS da for a 7- hospitals service,mise the use ti must opedicines and of m etter at b e m o bec ment should pursue its £22n procure

improving the way it tracks products and making sure it gets the best price for medicines. One of the most significant savings highlighted in the report was hip operations, which are currently costing some parts of the NHS double what they should. The hips being used don’t last as long as others available, which leads patients to require more follow up care and replacements. The report suggested that changes to hip operations could save the NHS up to £17 million a year. CAN EFFICIENCY TARGETS BE MET? Simon Stevens, the chief executive of NHS England, stated in his Five Year Forward View that the NHS would face a £30bn funding gap by the end of the next Parliament. Of this £30bn, he claimed that £8bn is to be accounted for by an increase in funding, while the remaining £22bn is to come from efficiencies. Stevens has continued his insistence that the NHS

target, and it was reported that he was disappointed by Carter’s report which only identified £5bn of potential savings. Lord Carter said: “I believe up to £2bn could be delivered by improving workflow and containing workforce costs. amongst other things, this includes increased productivity through having a stronger management grip on non-productive time (for example annual leave, sickness and training), better management of rosters and improved guidance on appropriate staffing levels and skill range for certain types of wards. “I think a further £3bn could be delivered from improved hospital pharmacy and medicines optimisation, estates and procurement management (£1bn from each) by adopting best practices and modern systems for example, creating a tightly controlled single NHS electronic catalogue for products purchased by hospitals.” E

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NHS SAVINGS  MARGINAL EFFICIENCIES Currently, the NHS employs approximately 1.3 million staff with a total pay bill of £45.3bn. Lord Carter has suggested that small changes and marginal efficiencies, even just a one per cent improvement in workforce efficiency, will be able to save £400 million. Elsewhere, NHS expenditure on hospital medicines was reported at £6.5 billion in 2012/13. Bolton NHS Trust saved as much as £40,000 by only prescribing soluble Prednisolone (£1.50 per dose) to patients that absolutely needed that variety, prescribing the insoluble version (£0.02 per dose) to others. This is a small sum in terms of NHS budgets, but this is just one drug amongst thousands that are regularly prescribed – and can be seen as a savings possibility. It is argued that savings can also be found in the way that the NHS manages its estates. In the TaxPayers’ Alliance spending plan, it was argued that if all trusts managed their estates as efficiently as the top 25 per cent, £3.6 billion could be saved by 2019-20. Across the 22 trusts that Lord Carter studied, it was estimated that savings in estates could be made through: Cleaning (£10 million); Energy (£12 million); Building & Engineering (£12 million); Laundry (£4 million); Waste (£3 million), and; Water & Sewage (£1.7 million). Lord Carter estimates

Procurement

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Simon Stevens, the chief executive of NHS England, stated in his Five Year Forward View that the NHS would face a £30bn funding gap by the end of the next Parliament that hospitals could save an average of £3 million every year if they brought their systems up to the standards set out in the NHS eProcurement strategy. Savings add up and across large hospital budgets they amount to substantial sums. CONTROVERSIAL CONTRACTS Elsewhere, the NHS Supply Chain has had its controversial contract to provide procurement and logistics services to the health service extended until 2018. The NHS Business Services Authority (NHSBSA), which oversees the deal, said the extension included a savings target of £150 million by October 2018, on top of an existing savings target of £150 million by March 2016. The contract with DHL was originally signed in 2006 with the prospect of £1 billion savings over 10 years. It involved combining the NHS Logistics Authority and parts of the NHS Purchasing and Supply Agency to form NHS Supply Chain. Steven Pink, NHSBSA’s director of

change and commercial delivery, said: “This agreement provides a step change in savings delivery for the NHS. We’re really looking forward to working closely with NHS customers, suppliers and DHL to secure the £300 million savings target.” Nick Gerrard, chief executive at NHS Supply Chain, said: “We have worked hard to ensure that the extension agreement contains what our customers have asked for: more cash releasing savings to be delivered through NHS Supply Chain and greater transparency of our contract which will be achieved through an open book arrangement.” However, Jackie Pomroy, head of supply chain at Portsmouth Hospitals NHS Trust, said there was ‘cynicism’ around the benefits offered by NHS Supply Chain. She said: “We know when we go and talk to other suppliers directly, we can achieve much better savings. Their [NHS Supply Chain’s] pricing is not transparent.” L FURTHER INFORMATION tinyurl.com/q4zrqm3

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ENERGY DEMAND

Energy

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The practice of becoming more energy efficient Great Ormond Street Hospital for Children NHS Foundation Trust (GOSH) has been recognised for its achievements by winning Energy Management awards at the NHS Sustainability Awards and the Camden Business Awards. The headline figures for the 2014/15 year were a 14 per cent weather‑corrected reduction in total energy demand compared to 2013/14 and a 13 per cent reduction in our Scope 1 & 2 emissions. Great Ormond Street Hospital has invested heavily in becoming more energy efficient in the past few years. The largest investment came in the form of a new Energy Centre which became operational in 2013 and incorporated a Combined Cooling, Heat and Power (CCHP) engine which is backed up by three efficient boilers and is connected to two absorption chillers. This new Energy Centre provides energy to half of the Trust’s estate with an older boiler set providing for the other half. We will be installing a second CCHP later this year and creating a site‑wide district heating circuit in 2017.

ENSURING EFFICIENCY Such a massive change to our energy strategy took time to run correctly and effectively, but by working closely with our CCHP maintenance contractor and by constantly reviewing the control strategy we managed to make the Energy Centre run efficiently throughout 2014/15 and the benefits have been substantial. Our electrical output from the engine has improved by over 15 per cent and we have utilised over 100 per cent more heat output compared to 2013/14. We have estimated the annual financial savings to the Trust to now be around £500,000. The improved controls have seen 35 per cent less gas burned by the boilers. For other capital projects we explored Energy Performance Contracts and undertook a full Investment Grade Audit (IGA) with an Energy Saving Company (ESCo) following an OJEU procurement exercise. Following the IGA the

ESCo decided that there weren’t sufficient savings opportunities to proceed with an Energy Performance Contract. However, the process was still extremely valuable as the detailed audit helped us identify the best projects to take forward based on real business cases. This enabled the Trust to proceed with a number of energy saving projects which are now managed in-house. These include installation of LED lights, solar film, improved sub-metering, a sophisticated solar panel system and a behaviour change campaign. INVOLVING THE HOSPITAL COMMUNITY The programme of energy saving activity this year started on NHS Sustainability Day 2014 with a very successful poster and screensaver campaign. We had a series of five sustainable behaviour pledges from five of our most senior members of staff. They were displayed via posters and screensavers across the Trust. The campaign was very well received and we saw an immediate eight per cent reduction in electricity consumption the following month. This was followed up with the launch of our Carbon Culture online community platform, displaying our building level electricity consumption on a public website. We have also placed a widget on the Trust’s website which gives a site‑wide view of our daily electricity consumption and its cost as well as the associated carbon footprint. Our Carbon Culture platform captures sustainability activity and stories that are going on across the hospital. This tool is designed to help the GOSH community share experiences with each other and with the wider Carbon Culture community, identifying practical ways to use resources more efficiently. The Carbon Culture platform also supports our on-going behaviour change campaign. We have appointed Global Action Plan, the team behind the hugely successful Operation TLC campaign at Bart’s Health NHS Trust to run a version of this campaign which is suitable for a children’s hospital environment.

Written by Brendan Rouse, energy manager, Great Ormand Street Hospital

Great Ormond Street Hospital for Children has made great progress in reducing its energy demand and becoming more sustainable in the past year. Brendan Rouse explains how

Great Ormondpital os Street Hed heavily est has inv oming more in bec efficient in energy past few the years

IMPROVING SUSTAINABLE DEVELOPMENT The energy saving projects for 2014 at GOSH addressed each of the three pillars of sustainable development; our society, our finances and our environment. We have delivered cost savings of over £300,000 compared to the previous year on our utility bills. We have reduced our impact on the environment, local air quality and E

Volume 15.5 | HEALTH BUSINESS MAGAZINE

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ENERGY DEMAND

Patients say ‘Yeah!’ to Clean Air

 the problematic London micro-climate by cutting our overall energy consumption and carbon footprint by 14 per cent, significantly reducing the heat rejection from our CCHP system and running our boilers less frequently. Our behaviour change strategy and online presence is promoting the importance of sustainability and is poised to inspire staff, reduce the barriers to behaviour change and provide practical solutions for minimising energy use across our operations. THE IMPACT FOR PATIENTS Our guiding principle at Great Ormond Street is ‘the child first and always’, which is why we care about our environmental impact. We believe that the health and well-being of the population is closely linked to environmental issues and climate change is even more significant in the context of child health. We are committed to providing world-class healthcare whilst being environmentally responsible. We are making improvements to our buildings and processes, and helping our staff to take actions to create the best surroundings and service for our patients and staff. We aim to be world-class in our energy and water use and to limit the waste we produce, creating a healthier world for generations to come. L FURTHER INFORMATION www.gosh.nhs.uk

Energy

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Patients at Great Ormond Street Hospital have helped to design and launch a project that aims to promote cleaner air around the hospital, making it a better and safer environment for patients, especially those with respiratory conditions. The project was initiated by the Sustainability Team at GOSH and was supported by Go Create! As part of ongoing sustainability work at the hospital, research was carried out that showed pollution from car exhausts was a major cause of air pollution outside the hospital. GoCreate! then asked patients and siblings on respiratory wards to explain how dirty air affects their condition and give suggestions on how they felt air quality around the hospital could be improved. The team asked children to portray their thoughts in a creative way by drawing pictures. These pictures have now been put together to create fun walking maps from all the major stations in the area to GOSH, including places of interest, playgrounds, museums, and child‑friendly cafés to enjoy on the way. The sustainability team also set out to tackle the two main causes of air pollution outside the hospital, drivers idling in their vehicles – where engines are left on while stationary – and visitors arriving in

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polluting vehicles. To reduce the incident of vehicle idling GOSH has worked with Camden Council to turn the street into a ‘No Idling Zone’, using street signs which have been designed with the help of some of our respiratory patients. The hospital’s ambulance provider has also pledged that their drivers won’t keep their engines running while waiting outside of the hospital. Brendan Rouse said: “Reducing air pollution decreases the negative health impacts on everyone, but it’s even more important at GOSH where we see hundreds of patients with cardio-respiratory conditions at the largest paediatric cardio‑respiratory unit in the country. “We hope the project will improve the air quality on Great Ormond Street and encourage more visitors to use low or zero‑emission forms of transport, improving the environment for our staff and everyone who lives and works nearby.”

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FOOD STANDARDS

Good quality, high standard catering in hospitals and healthcare establishments is crucial. Andy Jones outlines the importance of promoting, developing and implementing standards to ensure that they are adhered to As the NHS in England Food Standards Report of 2014 states: ‘Food is a critical part of a patient’s hospital experience. It needs to be nutritious, appetising and accessible to patients, their visitors and NHS staff. It should meet social and cultural expectations and be packaged and presented so that people can eat and enjoy it. Food must also be clinically appropriate and everyone who needs more help to eat and drink should get it. When a patient is malnourished it makes recovery more difficult, increases length of stay and can lead to complications such as pressure sores and infections.’ FOOD STANDARDS The NHS in England will have legally binding food standards, and hospitals will be ranked on food quality as part of a wide‑ranging drive to raise standards of hospital food across the country. The other

‘three Nations’ have all got robust standards, with Scotland taking the lead and making them mandatory by means of legislation. Food is the best form of medicine and when you are ill, whether it is in hospital, in social care or even in your own home, you look for food that will not only assist in your recovery, but will make you feel better. Then, as the recovery progresses, you look for more nutritious foods which assist in your recuperation. So based on this ‘truism’, patient catering is all about ‘eating for good health’. To the Hospital Caterers Association (HCA), the standard of catering in hospitals is of the highest priority. As such, it is key that we set a clear example by providing good nutritious food for patients, with healthier menus for visitors and staff. This menu and beverage choice will

EATING FOR GOOD HEALTH Patients’ food is all about eating for good health and we need to focus on that. This is something this Association has driven through in the various guides we have published, and indeed utilise, and in the campaigns we are running. We are very proud that our Ward Guide is in England’s Hospital Food Plan. But all of these great intentions can be undone in what we are calling the ‘Last 9 Yards’. In essence, good food can be ruined in those last few steps, whether due to lack of care taken in serving the food or drink, miscommunication with the clinical teams or patients, to giving the wrong diet, or even serving food without a smile or showing concern for the patient’s comfort and ability to readily manage and enjoy their meal. So the work that the HCA is doing in this area is our focus, going forward. It’s all about caring and making a difference together, so E

Written by Andy Jones, Hospital Caterers Association, National Chair

The best form of medicine is a healthy meal

meet visitor and staff needs and will be suitable for the patient groups we serve, as well as being flexible in their offering and adaptability. Good nutritious food helps patients to recover quickly and go home to their loved ones. This means caterers have just as important role to play as the clinicians. So we’re not just caterers, we are actually clinicians, because the food and care we provide plays an integral part in the patient’s recovery plan. Therefore it is important for all members of the clinical care team, as well as caterers, to recognise the role that good quality food based on the patient’s needs can play in improving the patient’s clinical outcome.

Catering

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NHS ls hospita ked ran will be quality on foodrt of a as pa ng drive ngi wide‑rae standards to rais ospital of h food

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FOOD STANDARDS  also of major importance and influence is our support of, and working to, NHS England’s ‘The 6Cs are for everyone’ values. This has involved tailoring the values of the 6Cs for our Members who are principally caterers, but are also people working across the wide area of food service provision, and their suppliers. And once again we have recommended that our Members and their teams not only follow this ethos, but share it with their chief executives or Directors of Nursing, so that the 6Cs become embedded as an intrinsic part of the culture, and indeed behaviour across their organisations. This shows how the HCA is rising to meet this ‘end stage’ challenge by convening a working group of caterers, nurses, dietitians and SALT representatives from all four Nations to focus on the ‘Last 9 Yards’ on behalf of their professional colleagues. The deployment of ward hostesses on more wards too, would ensure better monitoring and communication of individual patient food and drink requirements and intake. Improved screening of patients’ nutritional status on admission is called for so that special dietary conditions or needs can also be identified. So whether it’s protected meal times which ensure that patients can eat their meals undisturbed, giving them the dignity they deserve; or providing assistance in opening the packaging, it is essential that

our menus and beverage choices meet and are suitable for the patient groups we serve. SERVICE OFFERING To reiterate, to improve the quality of all aspects of continuous patient food and drink provision, the caterer should be allowed to take responsibility for the whole of the ward service to ensure consistency and support. The HCA is constantly looking at our service offering, exploring how improvements can be made, with equal focus on the ward end. It’s not just about meeting their food needs, which is paramount, it’s also about customer care. This is shownthrough how you speak to patients, not just the smile that you give, and just as important, it’s how you treat them and give them time. For example, hydration is extremely important for patients to assist in the absorption of any prescribed drugs, so we must also look at our mealtimes. Twelve noon is not a suitable mealtime if that is when hospitals have the drugs round. And that is one of the great things this Association is doing; we are challenging the status quo and changing the way we serve the meals to patients. The patients are our customers and the customer is always right. Working with fellow associations and like minded partners, we listen to what they want, and this is

Catering

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the ethos I want to foster. We don’t want to see patients coming back into hospital, so working with the NACC, we are tackling the problem of why they are coming back into hospital, especially elderly people. And we are part of the PS1004 group, looking at the whole aspect of patient catering. We are also looking at what we offer to patients. We need to ensure that we use natural sugars and natural salts more, working with the clinicians to ensure we achieve a true balance, meeting both the medical needs and patients’ needs. The benefits of the ‘Food Standards Plans’ across the 4 Nations are universal, so we’re asking all caterers to lead and drive the Plans to ensure this standard of service is accepted as an integral part of the patient’s recovery plan and staff and visitors’ wellbeing. I am proud to lead the Association as National Chair, ensuring that the patients are at the core of all we do and that they are involved in their food service offer. But above all, our mission is to see that food is embedded in all healthcare establishments, with CEO and Directors of Nursing buy-in, as part of the recovery plan. Consequently the Plans are the beginning and not the end of the process, and we as caterers have to lead this. L FURTHER INFORMATION www.hospitalcaterers.org

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DESIGN & BUILD

Helping hospitals overcome increased demand

Temporary or modular buildings are rapidly becoming a popular solution for hospitals seeking to overcome high patient demand and are now firmly in evidence at hospitals nationally. Their popularity shows no signs of diminishing, as increasing numbers of healthcare managers discover the benefits for themselves. Given the critical nature of the healthcare industry, the necessity to quickly source low cost, modern and fully functional buildings is imperative. Because these structures are manufactured off-site to the highest specifications, they can also be installed without causing disruption to daily routines on-site. What’s more,

modular buildings can be created to fit into small spaces with unusual shapes. The Modular and Portable Building Association’s (MPBA) chief executive Jackie Maginnis said that healthcare managers greatly appreciate the possibility of sourcing these cutting-edge facilities both quickly and cost-effectively. She explained: “Modular buildings can be manufactured with ultra quick lead times and supplied as an extension or an “add-on” to meet peaks in demand. Sometimes, healthcare managers aren’t aware that these structures are available as a permanent – as well as a temporary

– option at a cost to suit their needs. Other major benefits of modular buildings include energy compliance, meeting the latest regulations and the ability to create buildings that are designed to meet the precise specifications of that hospital’s requirements.” FULLY FUNCTIONAL HOSPITAL BUILDINGS Modular units are planned and designed to suit specific user requirements. Buildings are also created off-site in a factory, which enables urgent clinical services to be delivered faster, resulting in minimum disruption in a hospital. E

r Modula are s building ff‑site, o created g urgent enablin ervices to s clinical elivered be d sulting e faster, rnimum in mi tion disrup

Volume 15.5 | HEALTH BUSINESS MAGAZINE

Written by The Modular and Portable Building Association

The Modular and Portable Building Association discusses why temporary or modular buildings are proving to be the healthy choice for hospitals looking to quickly overcome problems relating to peak-time demand

Modular Build

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DESIGN & BUILD

Princess Alexandra Hospital in Harlow, Essex identified the need for additional space to help cope with increased demand over the winter period and a fully serviced 20-bed ward facility was constructed in less than three months Jackie added that a misconception – in some quarters – is that once a modular building has been installed, it can’t subsequently be moved and used elsewhere. She continued: “The beauty of temporary buildings is that they can be removed and reused in other parts of that hospital complex – or elsewhere – as the need arises. “Modular buildings are constructed to the latest healthcare standards, fully compliant to all building regulations and encompass ‘Part L’ energy efficiency – which means some modular buildings also have lower carbon emissions. Members of the MPBA produce the required Energy Performance Certificates, so a customer can be certain of the energy rating for a building.” CONSTRUCTION STANDARDS Jackie added that it’s the ‘flexibility’ of a modular approach that gives healthcare managers the greatest benefits, which is particularly relevant when it comes to urgent and difficult projects. The length of time it takes to install new modular buildings will vary according to a hospital’s specific requirements and the ease of access to the site among many more considerations, but it will always be quicker than ‘conventional’ construction projects. Jackie adds: “The benefits of a quick installation combined with minimal on-site disruption are not to be overlooked. And they’re also major reasons for the increasing popularity of modular buildings within the healthcare sector. But those healthcare managers thinking of going down the modular route should talk to industry directly. This will without doubt save money. The Modular and Portable Building Association has members who have been fully vetted before joining. Our members will consistently provide the highest quality structures and meet the needs of any healthcare project.” PRINCESS ROYAL UNIVERSITY HOSPITAL Princess Royal University Hospital, in Kent, recently found itself with what seemed like an insurmountable problem, as increasing patient numbers were stretching the limits of the hospital’s facilities. A critical decision unit, where patients could be cared for while an assessment is made to decide where in the hospital they should be treated, was needed urgently. The building of this new critical decision unit was completed in under eight weeks from breaking ground through

to completing the building, including all services connections to the main hospital. MPBA member Wernick Buildings won the tender for the project with a modular approach that could address the hospital’s complicated requirements. Simon Reffell, director of Wernick Buildings, explained: “Traditional methods of construction may have taken more than twice as long to deliver this building, and that’s without factoring in possible weather delays. Quite apart from having the extra facilities that much sooner, a shorter build time also reduces the disruption to the rest of the hospital. This really is an excellent example of how modular can offer innovative solutions for complicated construction projects.” It was decided that the best place for the new building was in the existing ambulance bay adjacent to the Accident and Emergency ward. However, from a construction point of view this area offered several challenges of its own. Hemmed in on three of its four sides, and sitting partly above the entrance to the underground car park, any solution would need to overcome problems of severely limited space and weight distribution. With a raft of complications facing the otherwise ideal site, the hospital needed someone who could overcome these engineering issues in such a tight space, while providing high quality patient accommodation. As the modular bays were built off site, the only challenge the limited space posed was during craning. There was just enough space to allow the crane to sit within the hospital boundaries, and drop in the eight modules from the lorries delivering them on an adjacent road. With the modules in place and a link established to the existing building, the final stages of fitting out could begin, bringing the unit up to HTM (Health Technical Memoranda) and DDA (Disability Discrimination Act) compliance. The fit-out included bedhead trunking incorporating medical gasses, nurse call systems, access control and CCTV fire escape ramps and nurse stations. The inclusion of air conditioning also proved to be very popular with staff, providing a comfortable environment in the building – especially during the recent summer months. PRINCESS ALEXANDRA HOSPITAL Princess Alexandra Hospital in Harlow, Essex, identified the need for additional space to help cope with increased demand over the

Modular Build

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winter period and a fully serviced 20-bed ward facility was constructed in less than three months. Portakabin were responsible for the construction and worked closely with the hospital’s trust on the design of its new interim ‘short stay assessment unit’ and final drawings were approved overnight. Clive Austin, project lead manager at Princess Alexandra Hospital, said that he and his colleagues were ‘delighted’ with the new building. He said: “We went out to a number of modular building suppliers and Portakabin was the first to ensure a handover date within our timescales. We were confident in the company’s track record and that Portakabin Hire buildings met the required NHS standards. Its Crown Commercial Service framework agreement also allowed us to fast track the order. “It meets all permanent building standards and complies with NHS requirements, which means it will serve us well for as long as we need it. Portakabin worked with us around the clock to meet the deadline and incredibly, this fully serviced facility was completed in just 10 weeks. The building was handed over three days ahead of programme – a remarkable achievement given the time constraints and scale of the building.” The gradient of the site required extensive ground works, including five foot foundation pads which Portakabin completed within just one week of receiving the order. Portakabin handled every aspect of the build, giving the Trust a single point of contact for the entire project. The work carried out included all site works, installation of climate control systems, data communications, fire alarms, nurse call systems, bedhead trunking, medical gas services, automated doors, video entry, furnishings and a link bridge to connect the new ward to the main hospital. The 747m2 building incorporates a mix of four-bed and single-bed ensuite rooms, a large reception area, nurses’ station, shower rooms, kitchen, utility rooms, quiet room and stores This project is now being used by Portakabin Hire to demonstrate how it delivers interim building solutions to help healthcare providers meet response times during peak periods. It delivers short-term solutions for ward accommodation, recovery suites, dialysis units, diagnostics, out‑patient departments and treatment centres. All the hospital facilities are constructed to the latest healthcare standards, including HTM (Health Technical Memoranda), HBN (Health Building Notes), SHTM (Scottish Health Technical Memoranda) and HAI-SCRIBE (Healthcare Associated Infection System for Controlling Risk in the Built Environment). L FURTHER INFORMATION www.mpba.biz

Volume 15.5 | HEALTH BUSINESS MAGAZINE

DON’T GAMBLE WITH YOUR FIRE RISK ASSESSMENT! If you are responsible for a business premises, the law requires that you have a fire risk assessment. To find competent providers, you need BAFE. Under the provisions of the Regulatory Reform (Fire Safety) Order 2005, the Duty Holder or Responsible Person for a building is required to make a Fire Risk Assessment to clarify the fire precautions necessary to ensure the safety of staff, customers and property.

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Fire Safety

HEALTH & SAFETY

Written by Bob Whiteley, Chair of the Fire Industry Association

Clearing the mist on fire safety Bob Whiteley, chair of the Fire Industry Association, discusses the potential safety benefits of watermist fire suppression systems for healthcare facilities Fire in healthcare facilities poses various challenging situations. Fires will usually involve furnishings giving off quantities of heat and smoke, which is the primary cause of deaths from fire. Fire detection is a standard requirement but, in healthcare facilities in particular, is of limited value. The patients/residents often have limited ability to respond to any alarm, as they are either incapacitated physically, through injury or infirmity, or incapacitated mentally, through age or dementia. The problem is compounded due to the limited capacity of staff to be able to evacuate all those unable to do so themselves. Staffing levels are rarely high enough to carry out such arduous labour. For full evacuation, staff would have to rely on the arrival of the Fire & Rescue Service, however, the time for a fire crew to arrive is

variable – as current and projected cutbacks in Fire & Rescue Service resources bite. One of the most effective ways to safeguard these vulnerable members of society is to install an automatic fixed fire protection system which would react to incipient fire and suppress it at source. One such system is a watermist fire protection system.

years that the knowledge and technology has existed to exploit its fire-fighting benefits. Although a common commodity, water has unique properties with regard to fire fighting. Firstly it absorbs a relatively large amount of heat to raise its temperature. Secondly, once it reaches 100°c it converts to steam, and in doing so absorbs a very large amount of heat. Thirdly, in converting to steam it expands 1620 times its volume. These characteristics can only be exploited if and when the water is delivered in the form of small droplets with sufficient momentum to penetrate the fire plume. E

One of the for es key issu existing ing protect mises is f pre cality oist i t c a r p m the g water n i l l a t s in t withou n io disrupt

WATERMIST Watermist, as the name implies, utilises water broken up into very small droplets. Although the concept was discovered over 100 years ago it has only been in the past 20

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HEALTH & SAFETY  For example, an automatic sprinkler produces droplets around 1mm diameter with a litre of water having surface area of 2m2. In contrast a watermist nozzle delivering droplets of around 100 microns produces a surface area of 200m2 from one litre of water. This greatly increased surface area of the water droplets means a similarly increased ability to absorb heat and thereby cool the surroundings, significantly improving survivability of those threatened by fire. This increased water droplet surface area also enables the droplets to capture soot particles in the killer smoke, thereby improving visibility. The small water droplets have relatively small mass and thus remain airborne longer to enable them to continue to absorb heat and, at the same time, are able to flow with the thermal air currents, so water is drawn into the seat of the fire even when it may be shielded from the direct discharge from the watermist nozzles. As a result, watermist extracts heat, cools combustion gases and blocks the radiant heat transfer, thereby preventing the spread of fire. By exploiting the unique properties of water through delivery as small droplets, fire suppression (and fire extinguishment where flammable liquids are involved) can be achieved with significantly reduced quantities of water compared with other water-based fire suppression systems. The benefit of this comes in reduced water damage and thus reduced time and effort to restore premises for re-occupation when there has been a fire. It also follows that the watermist system pipework is smaller and less obtrusive and the size and space required for water supplies is similarly reduced. FEATURES AND BENEFITS For healthcare facilities where ordinary combustibles are present, the watermist systems utilise automatic nozzles fitted with quick response frangible elements. Each nozzle will respond independently to the heat from a fire in its incipient stages, thus watermist is only discharged onto the seat of the fire. The flow of water activates the water supplies and signals a ‘fire’ alarm. The nozzles are fitted into small bore pipework which is hydraulically designed to ensure the reduced water flows are delivered at the required flow and pressure to any fire area. The pipework is connected, via a control valve, to dedicated water supplies usually comprising one or more small pumps and a water storage tank. The benefits of a watermist fire suppression system are: it provides effective fire suppression; discharges small quantities of water; makes the conditions in the vicinity of the fire survivable for longer through cooling of the fire and the surroundings; soot particles from the smoke are entrained thereby improving visibility; and its safe for people and the environment, with minimal contamination and no harmful residues.

INSTALLATION One of the key issues for protecting existing premises is the practicality of installing watermist, or any other fire protection system, including the feasibility of doing so without disruption or displacement of residents – this is particularly critical for facilities where the elderly and/or infirm may reside. Today most of the world’s cruise liners are protected by automatic watermist systems in their accommodation, restaurants and shopping areas. Mist is chosen because of its ease of installation and was originally adopted because of its ease of retrofit. During the 2011-12 retrofit of watermist systems in the Katriina Hospital in Vantaa Finland, eight patient wards, plus daytime operating theatres, geriatric outpatient facility and a neighbourhood health centre were protected without affecting the 24/7 operations of the hospital. Mist systems are recognised by major insurance companies, for example Factory Mutual has dedicated a specific section of its standards to the engineering of watermist systems as well as setting out a representative fire test protocols to establish the design basis for mist system designs. Other internationally recognised bodies such as the Loss Prevention Council (LPC) UK and VdS (Germany) have established test and approval protocols.

Fire Safety

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be performance verified by fire tests before these can be translated into a validated design manual for that specific application. Any prospective buyer and specifier is entitled to see these test reports to substantiate the viability of any watermist protection proposal which covers the healthcare facilities to be protected. A typical case in point are the Isala Clinics in Zwolle, Holland, comprising 104,000m2 of offices, research, treatment, nursing wards and laboratories over four buildings fully fire protected with automatic watermist systems fulfilling Dutch authority regulations. VALUABLE ADDITIONS Finding companies with the necessary experience and expertise in engineering watermist fire fighting systems is easy as they will be members of major fire industry trade associations, such as the Fire Industry Association (FIA) and the British Automatic Fire Sprinkler Association (BAFSA). These associations require their membership to hold BS ISO 9000 quality assurance schemes in place – with independent third party auditing of their design and installation procedures. Watermist fire protection systems, successfully tested for protection of the various areas of healthcare facilities,

Finding companies with the necessary experience and expertise in engineering watermist fire fighting systems is easy as they will be members of major fire industry trade associations, such as the FIA and the BAFSA In 2008 the 15000m2 Pikonlinna Hospital in Kangasala, Finland, was refurbished and fitted with automatic watermist fire protection covering four wings each six stories high providing senior care and a nursing home. STANDARDS Whilst the marine industry was first with IMO design and test protocols, NFPA then created NFPA750 and Europe has a technical specification TS14972. BSI UK has published the DD8489 series – guidance documents for commercial and industrial fixed watermist firefighting systems. These are now in their final stages of being updated and converted to full British Standards. Once published, these will increase the recognition and acceptance of fixed watermist fire protection systems for protection of life and property. All these standards and approval bodies have a common basis for the design of watermist systems – the need for representative fire tests carried out by independent laboratories. Each watermist manufacturer thus needs to have both its nozzles and the proposed design layout to

would operate automatically in the event of fire with one or more nozzles in the immediate vicinity of a fire operating by means of a heat sensitive quick response bulb in each nozzle. Whilst these bulbs are similar to those in automatic sprinklers, the water quantities delivered and the fire suppression mechanisms are different from those of sprinklers. Watermist systems are not sprinkler systems, but they do provide a valuable addition to fire and safety professionals service the healthcare sector. Fire risk assessments for healthcare facilities are likely to identify that staffing levels, especially at night, may be too low to carry out evacuations of all those at risk in the event of fire. One of the most effective means of ensuring the safety of both staff and patients, as well as attending fire service personnel, is to fit, or retrofit, a fixed watermist fire fighting system. L FURTHER INFORMATION www.fia.uk.com

Volume 15.5 | HEALTH BUSINESS MAGAZINE

Patient Safety

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

INCLUSION

Written by NHS Leadership Academy

Patient inclusion is at the heart of wellbeing The NHS Leadership Academy analyse how patient inclusion and participation can lead to well‑informed leaders – which in turn provides better care and service for those patients in need

You will always know you are on an Academy programme because the first thing you will have is an interaction with patients and carers. This was the pledge we made at our programmes’ outset before they were designed and long before they were ever delivered to a single participant. This was our pledge, and this is what we have tried hard to deliver. True involvement of patients and carers is not just about our programmes it is about our way of being. Patient wellbeing and making patients feel safe can arise from bad working environments or the lack of training and support for staff and that’s how we help. The better we understand our patients, the better the NHS works for them. That’s how we know that everything we do for our leaders is the right reason. Without being close to the beneficiaries, our leaders can’t do their jobs. That’s why patients have always been integral to our design. They are continually involved in our programme delivery. They are part of our validating board, sit on our strategic advisory board, and are participants on our programmes including Nye Bevan - the leading leadership development programme for aspirant directors. PERSON FIRST, PATIENT SECOND Four themes have been embedded in the work of the delivery of our programmes. These are: remembering person first, patient second; for true involvement individuals

HEALTH BUSINESS MAGAZINE | Volume 15.5

PATIENT-CENTRED PRINCIPLES We worked closely with National Voices, a patient charity, and augmented their invaluable expertise with ongoing gathering of additional information which continues to the present day. From this work we were able to define four patient-centred leadership principles run through all of work. Firstly this includes making person-centred co-ordinated care happen. Providing a rich perspective on the needs of the patients and exploring how patients, service users, carers and families can be involved in developing better and more joined-up services can ensure that care is enhanced to the person involved. Secondly, it is important to create a culture for quality. A vital part of leadership is creating a workplace culture that encourages the workforce to give their best. When the workforce feels valued and respected in their working environment, they are able in turn to help patients, users and carers feel valued and respected. Additionally, improving the quality of the patient experience is essential. Programmes explore what it means to provide a positive, respectful and compassionate care experience for patients, carers, service users and families, as part of delivering safe and effective care. This includes holding others to account and effectively challenging those practices or circumstances which might compromise these priorities. Finally, understanding self to improve the quality of care. Working in health or social care can evoke strong emotions; care staff may struggle to balance compassion and empathy with more disturbing emotions in response to dealing with vulnerable or suffering patients. Defining an individual’s values, behaviours and optimal working methods is essential to develop strong leaders who can engage with the complex emotional life of care-providing workplaces.

True t men involveients of pat rs are e and car bout our a not justammes it progr our way t is abou being of

need Elevation – an equal presence with the programme facilitators; ensuring dignity – that professionals see beyond the condition to the individual person; and reward – material or in kind – but true recognition for their contribution. This also shows our commitment to one of the recommendations of the Berwick review which says that: “Patients and their carers should be represented throughout the governance structures of NHS-funded healthcare providers, for example by sitting on and actively participating in safety and quality committees.” We encourage engagement with full patient and carer membership on governing boards and on panels that hold boards to account. The review concludes: “Patients and carers should be given appropriate support and training to take a full part in these structures, to understand safety science, and to contribute meaningfully.” Within the Academy, patients and participants sit together on all of the wider programme governance committees and their contribution is full. We wanted patients to tell us what they think so we could really make a positive difference to the way patient care was delivered in the NHS. Getting this information and delivering it in the right way shaped our thinking and encouraged us to go and seek what great engagement looked like.

NYE BEVAN PROGRAMME As patients provide a unique dimension to healthcare education, two of our professional leadership programmes – Nye Bevan and

Elizabeth Garrett Anderson – were co-created with National Voices to ensure a deep focus on the patient experience that challenges our participants at every stage and improves their ability to deliver care to those we serve. For example, on our Nye Bevan programme participants and patients meet as equals. Participants learn first-hand about experience of care. Bevan connects participants, some of whom do not have any direct patient contact in their roles, to the core purpose of improving care and services for patients. This is followed by an in-depth exploration of power, inclusion and diversity, looking at power balances, personal bias and factors within participants that may affect their ability to provide care. Theresa Stern, patient volunteer, said: “I think it’s really important for patients to be involved in the NHS Leadership Academy programmes because I have observed that the feedback from patients made participants from the Nye Bevan programme stop and think about the real reasons behind working in the NHS – which is integrating a patient centred approach and providing quality care.” One of the outcomes from Bevan includes the participant’s ability to create the right conditions for frontline staff, irrespective of their background to deliver good quality, patient-centred, co-ordinated and cost‑effective care is vital. Within this outcome, participants demonstrate their understanding

of inclusion and issues of power, and the benefits of a diverse workforce, and their ability to challenge existing power imbalances. The Nye Bevan programme ensures participants have the ability to engage with patients, service users, carers and families of all backgrounds, and use this perspective to foster person-centred care in a complex environment. Patients are integral to the ‘Making a case for change’ simulation where they challenge participants in their decision making. IMPROVING CARE At the end of Bevan, alongside NHS staff, patients are charged with assessing the final presentations where participants must answer to the staff and patients face to face about how they have improved patient care and staff engagement as a result of their experiences on the programme. Theresa Stern says she has seen this first hand on the viva panel where towards the end of the Bevan programme people had to describe the impact it has had on them. It was not just about how Bevan made a difference to them as a leader of staff, but how it is making a difference to patients. For example, rather than getting defensive by the complaints from patients, one of the participants introduced a system so that they can investigate and talk to actual

Patient Safety

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people who complained – not just say ‘we are sorry, how can we help you?’, but say ‘we are sorry and how can we can stop this from happening again’ which has made a profound impact to their service. Patients are at the centre of everything we do and we offer patients an opportunity to undertake our new Edward Jenner programme, totally free of charge and access the learning as part of a community on our memberships platform. Patients who have found and completed this course without any specific publicity from the NHS Leadership Academy have posted positive comments in the learner forums. We are committed to patient involvement and the improvement of care and services. We believe we can only do our job if we remain individually, collectively and organisationally rooted in the core purpose of what we do – improving care for patients, through more engaged staff, through better leadership. We are lucky to have learnt from and with some exceptional patient leaders and will continue to do so. Our commitment is ongoing and we are always looking to improve and constantly welcome patients to share their experiences of us so we can help make a difference within healthcare. L FURTHER INFORMATION www.leadershipacademy.nhs.uk

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WASTE MANAGEMENT

MAKING THE MOST OF YOUR WASTE IN HEALTHCARE

With healthcare providers under constant pressure to meet sustainability targets, improve resource efficiency and reduce costs the time has come to think about waste in a different way says Clare Noble, Operations Director at PHS Hygiene The UK produces significant levels of clinical waste per year with around one in every 100 tonnes of domestic waste generated coming from the NHS, according to the NHS Sustainable Development Unit. At the same time, the ‘cradle to grave’ waste disposal journey has a number of touch points involving manual handling which in the recent Ebola crisis were highlighted as areas of possible risk should the virus spread to the UK. Whilst suggestions for on-site recycling technology to address hazardous waste disposal in high-risk areas deserve further discussion and consideration, it is unlikely that gainful results can be achieved in the immediate term. This is especially evident given the significant logistical implications this will have throughout organisations such as the NHS. However there are ways in which healthcare organisations can approach the waste challenge differently whilst protecting those responsible for waste collection. FIRST STEPS A first step in the drive to zero waste could be to look at producing less waste overall. In healthcare businesses this could include looking at the current levels of prescriptions

HEALTH BUSINESS MAGAZINE | Volume 15.5

of drugs and after their disposal not placing flowers or newspapers in clinical waste bins. Similarly, there is a debate to be had around ways in which the loop from extraction of materials to their end of use disposal can be closed. BETTER UNDERSTANDING This will necessitate a better understanding of process flows and how these can be optimised to improve overall environmental performance and sustainability.This includes maximizing available storage and not calling out contractors just because there is a weekly collection contract in place. With a raft of current assessment methods that target recycled content, recyclability, rapidly renewable materials or deconstructability, the reality is that zero waste without specific circular economy objectives and targets would be very difficult to achieve. Moreover, it is important to acknowledge that although a large percentage of clinical waste can be reduced and without doubt recycled, certain items cannot. Therefore it is important to have a knowledgeable and licensed waste disposal partner that can advise on the best ways to collect and dispose

of clinical, offensive and sharps waste, plus pharmaceutical and dental waste amalgam. In addition to clear cost and efficiency savings, this approach is also useful in reducing risks and incidents of infection without leaving anything to chance. Understandably, effective waste management comes at a cost. Research undertaken shows that since 2007 spend on waste by the NHS has increased by around 20 per cent, despite waste volumes falling to almost a quarter of the 2007 level. At the same time the volume of waste recycled by the NHS in England for example, has increased by 18 per cent overall. Part of the explanation for the increased cost can be found by looking at the types of waste being produced. Although the majority of the NHS’ waste is classed as domestic, it is its clinical or hazardous waste that costs around five to 10 times more to dispose of. With the landfill tax rising from £80 per tonne to £82.60 in April, it should come as no surprise that NHS England has warned of an anticipated funding gap in terms of productivity of £30bn by 2021. Unfortunately the challenges posed by the current economic climate and pressures brought by EU legislation around sustainability are also expected to continue. SO HOW DO WE MOVE FORWARD? The answer starts with an approach to waste as a resource. This means putting waste to use in order for organisations to operate as sustainably as possible. In practical terms this necessitates not just adopting a clear waste management strategy, but working in partnership with government, local authorities, waste producers, service providers and other organisations to provide effective solutions and alternatives to landfill. Additionally, sustainable resource management also helps to reduce costs and improve perceptions both internally and externally. NHS WORCESTERSHIRE PHS Wastemanagement, who has been working with the Trust since 2001, are committed to identifying their hazardous waste streams and segregate waste at source. The project was led by Infection Control, who worked on a plan for the Community and Mental health groups. PHS supported full site audits to ensure compliance and make recommendations. This included approximately 90 locations including home patients and hospitals on various service frequencies. From sending all of the waste to be incinerated, the Trust was able to segregate 45 per cent as offensive waste. This resulted in significant cost savings. The overall trend within the NHS is a reduction in incineration with around 67 per cent of the waste segregated as offensive. L FURTHER INFORMATION www.phs.co.uk/our-services/ waste-management

EVENT PREVIEW

Flourishing innovations at Patient First

Patient First 2015

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Following its successful inaugural event last year, patient safety conference and exhibition Patient First is back with a suite of innovations and presentations designed to encourage vital patient safety conversations in today’s NHS A key innovation at Patient First 2015 is the new infection prevention and control zone, where delegates can access advice and guidance on infection prevention and control from the leading organisations in these fields. Taking place on 12-13 November at London’s ExCeL, Patient First is run in association with NHS England’s Sign up to Safety campaign and with the support of organisations including the Health Foundation and the Picker Institute. Patient First has already established itself as the marketplace for UK patient safety, combining education, innovation and networking for the NHS, independent healthcare providers and industry. Thanks to education grants individually valued at almost £500, thousands of healthcare professionals from the NHS and independent organisations in primary, secondary and tertiary care can access specialist, yet practical and up‑to‑the‑minute information at no charge.

“This at is a gre ty to ni opportu ether all g are seeking to bring to are seeking who deliver improved o h w safety outcomes for those iver improved their patients.” to del outcomes A six-stream conference safety their programme has been r fo crafted to offer nurses, s” doctors, pharmacists, patient

EDUCATION PROGRAMME Building on last year’s success, the conference education programme for 2015 already promises to deliver unmissable content, with over 40 hours of CPD scheduled to offer delegates solutions that prevent harm and improve care. In addition, more than 80 organisations have already joined to exhibit at the event, representing a broad spectrum of the patient safety environment - from technology, medicines management and legal services to infection prevention and control, training and education and medical devices and products. Adding to this unrivalled networking opportunity are the 2,600+ people who are expected to repeat their attendance from the first show (representing 78 per cent of all NHS trusts). Commenting after last year’s event, NHS England director of Patient Safety Mike Durkin said: “This is a great opportunity to bring together board members, doctors, nurses, managers, pharmacists and all those

the broad patient safety management community and senior operational and functional management a broad spectrum of thought leadership, clinical development and practical guidance. The streams are listed below. The Medicines Safety stream explores the many different elements affecting this universal issue and what can/should be done to ensure the best possible standards. The impact of a wrong dose, omitted or delayed medicines, improvement tools, the use of technology, triggers of harm from high risk medicines, medication reconciliation, medication omission and the identification of triggers will all be covered by this conference stream. Janet McKay, matron and Patient Safety Committee Member, North Devon Healthcare Trust, said: “This is a good opportunity to get up to date with what’s going on. The topics are excellent – I’m learning things around infection control and medicine systems I wasn’t aware of, and I’ve got some really good ideas from the stands too.”

INFECTION PREVENTION AND CONTROL Infection prevention and control is a key area for Patient First. To complement this year’s new Infection Prevention and Control Zone, this education stream will cover mandatory surveillance when

treating Clostridium difficile diarrhoea, MRSA, MSSA, E coli, GRE and surgical site infection. Plus, delegates will receive information on implementing the Sepsis Six methodology and guidelines for hand hygiene, decontamination, cleaning, intravenous line care, antibiotic prescribing and staff training. The Clinical Focused Best Practice stream is case study-led, and focuses on key harm areas including sepsis, falls, VTE, pressure ulcers, AKI and never events. Clinical consensus is that they are largely preventable through appropriate patient care and this theatre will deliver examples of successful implementation, sharing ideas and best practice. CULTURE, LEADERSHIP AND ENGAGEMENT Culture, leadership and engagement present three core areas that impact upon the day to day running of every healthcare service. This far-reaching stream will focus on improving organisational culture through greater openness and transparency, explore the effects of financial pressures, the challenges in reconfiguring care pathways, staff and management mind-sets and the actions needed to instigate real change. Measurement, Data and Technology, the solutions-oriented stream, will look at how we measure data accurately and in a timely manner from board to ward. Measuring patient data daily, hourly, or even continuously presents fundamental challenges in how the data should be recorded, analysed and used most effectively. Root cause analysis, staffing ratios, tracking inputs through to outcomes, past performance analysis and how to build sustainability will all be covered here. E

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EVENT PREVIEW  The integration and commissioning stream explores the challenges presented by the UK’s ageing population to healthcare organisations and the need to evolve care pathways. Increased activity, increased complexity of multiple comorbidities including dementia, increased incidence of harm, medicines management and issues such as falls and pressure ulcers will all be covered. THOUGHT LEADERSHIP Leading this year’s signature multi-stream conference programme is Dr Mike Durkin, director of Patient Safety, NHS England, who will deliver keynote thought-leadership in a presentation updating NHS England’s progress towards the creation of a patient safe NHS, and he will additionally be available to take part in panel events across both days of the event. Additional information on the Sign Up to Safety patient safety campaign will be provided by Suzette Woodwood, programme director, who will be speaking to the conference on the role of organisational leadership and personal responsibility in patient safety. Other leading speakers booked to attend Patient First include: Dr Emma Vaux, QI programme director, Royal Berkshire NHS Foundation Trust; Dr Robin Cordell, deputy medical director of primary care, Faculty of Medical Leadership & Management;

Dr Honey Thomas, consultant cardiologist, Northumbria Healthcare NHS Foundation Trust; Dr Andrew McCulloch, chief executive, Picker Institute Europe; and Dr Ron Daniels, CEO, UK Sepsis Trust, as well as many more. Another highlight of this year’s conference programme is the update by NHS England Vanguard site Wirral Health Partners, which is piloting an accelerated new model of integrated care. Showcasing this at Patient First, vanguard representatives will be on hand to present on falls and fractures care and will show how they are ripping up the rule book on collaboration to reduce readmissions and support people to remain at home. At the heart of the Patient First 2015 event is the opportunity for delegates and key opinion leaders to get together and network in a more intimate, interactive environment where best practice and intelligent thinking can be shared on a personal level. At this year’s Patient First, four such venues will be available: the Best Practice Theatre; the Supporter Theatre; the Leadership Lounge; and the Exhibition Floor Space. THEATRE HIGHLIGHTS This theatre will showcase local examples of best practice in patient safety and innovation in patient care from a variety of NHS, private and independent healthcare providers and commissioners. Sessions in this stream will cover areas including:

Patient safety and risk management software Datix is a company specialising in patient safety and healthcare risk management software, which aims to help its customers protect patients from harm by creating opportunities to learn from things that go wrong. The company is a global supplier of software for patient safety, incident reporting, risk management and quality improvement. Its customers include more than 80 per cent of the NHS as well as leading healthcare providers in the United States, Canada, Australia, Europe and the Middle East. Set up specifically to meet the governance and risk management requirements of the healthcare industry, Datix is working as a partner to leading healthcare organisations across the world. Datix provides a fully-featured, flexible and easy-to-use program, allowing reporting and analysis through all integrated elements of the system, including; incident

reporting, risk management, claims management, patient experience, safety alerts, and CQC standards. Datix engages teams to help identify events while increasing awareness of lessons learned across the organisation. Managers can respond efficiently and safety professionals can focus on improvement rather than paperwork. Datix can produce powerful reports and management information that is simple to understand and allows the creation of dynamic Dashboards that can be pushed out to users based on their security group or profile. FURTHER INFORMATION Tel: +44 (0) 20 8971 1971 info@datix.co.uk www.datix.co.uk

infection prevention and control; medicines safety; culture, leadership and engagement; and measurement, data and technology. The Supporter Theatre will present frontline case studies from improvement projects and other patient safety initiatives by providers and commissioners, as well as advisory content from partners and supporter organisations. The topics covered will include technology, medicines management, legal updates and safety pledges. The VIP area and Leadership Lounge will provide a valuable working space at the heart of the show for speakers and senior management to network, hold meetings and take part in round table sessions. Over 100 educational establishments, professional representative organisations, consultants, legal specialists, IT, HR and clinical product suppliers have all signed up to exhibit at Patient First, providing delegates with a unique opportunity to access the very latest expertise, market intelligence and innovations all under one roof. Jan Carter, quality improvement manager, North Kirklees CCG , said of the show: “At work, you’re so immersed in the day to day stuff that it’s very difﬁcult to think outside of the box. By coming here you can see innovation and learn from what other trusts are doing. It helps you to think differently.” L

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Positive patient identification for greater choice of harm free care Endur ID is an organisation that understands that positive patient identification is a critical requirement for all clinical staff, care workers and patients. Endur ID also understands that not all hospital ward areas are the same and each requires something different to support the type of care that they provide. This is why Endur ID has developed a number of products and solutions that give healthcare organisations a great choice, better value and harm free care to patients. By combining software products with smart wristband combination media and labels, hospitals and healthcare organisations now have the option to create and produce photograph images, logos, symbols and barcodes in mono or colour. After all, are people always who they say they are? How can you tell if a patient is where they should be, or if patients are ‘at risk’ in some way?

Products also save time giving nursing staff more time to care. Endur ID products are NPSA and GS1UK approved and can be used to help hospitals achieve their goals as outlined in the Harm Free Care initiative, the NHS eProcurement Strategy and ISB 1077. To see how your organisation can benefit, why not visit the Endur ID stand? FURTHER INFORMATION Tel: 0115 870 0433 info@endurid.com www.endurid.co.uk

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Advertisement Feature Written by Chris Mullen

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PROCUREMENT

CAN PROCUREMENT CURE THE £22 BILLION SHORTFALL? With a high volume of interest targeting savings within the NHS, Chris Mullen of Procure4 questions whether procurement can cure the £22 billion shortfall by 2020 As recently reported in The Sunday Telegraph there is a big spend discrepancy in a plethora of categories across NHS trusts across the UK. A study undertaken by Labour peer Lord Carter suggests that £5 billion of savings could be made by 2020, this would be made up by improving workforce efficiency (£2 billion), cutting pharmacy bills (£1 billion), improved management of hospital estates (£1 billion) including reducing cleaning and laundry costs and the final billion from paying cheaper prices for toilet rolls to hip joints. Procurement specialists Procure4 believes this is vastly underestimated. The NHS Procurement Atlas of Variation cites vast differences in the prices paid by trusts for everyday goods such as toilet rolls - with City Hospitals Sunderland paying 66.72p per roll whilst North Tees and Hartlepool Foundation Trust paying just 34.14p. This continues through to A4 paper going from £4.34 per ream to £1.84 and clinical goods such as masks, aprons, gloves, needles and syringes. On top of this the NHS is under pressure to reduce the cost of temporary staff which currently hits £3.3 billion a year with £352 million spent on commission to recruitment agencies. In contrast to the £110 million spent on palliative care or £120 million on ultrasound scans for pregnancy, it’s no surprise that the idea of the NHS building their own staff bank has been raised, or in the interim to bring in specialists to bring this enormous figure down to an acceptable level. VARIATIONS IN CARE John Appleby, chief economist at the King’s Fund has declared that ‘action is needed at all levels of the NHS to change the way care is provided to deliver better outcomes for patients at lower cost. There are real opportunities to do this by focusing on variations in care – tackling the underuse, overuse and misuse of treatment.’ Health Secretary Jeremy Hunt is on a mission to stop agencies ripping off the NHS, cracking down on management consultants and also cites poor procurement as being a major issue. So there’s a lot of discussion, a lot of research and a lot of analysis but without a clear understanding or a decent enough idea as to how this is effectively going to be achieved.

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Procure4 was engaged by Oxford Health NHS Foundation Trust to help deliver significant improvements in the management of its supply chain and drive cost efficiencies to support its Cost Improvement Programme of £11.3 million in the 2013/14 financial year. The Trust recognised that it needed to optimise its supplier relationships and deliver Cost Base Reduction (‘CBR’). Procure4 was chosen to provide additional expertise, capacity and support to help the Trust achieve the targeted efficiencies. PROCUREMENT PROJECTS Procure4 undertook a detailed spend analysis opportunity assessment of £90 million of nonpay spend and through analysis, stakeholder engagement and the development of approach strategies, a pipeline of procurement projects were identified as opportunities to deliver within the financial year. Once this scoping element of the programme was complete, the Category Managers worked

Procure4 estimates that not only is the £22 billion shortfall achievable, there could be much, much more that can be saved and diverted back into care closely with stakeholders to deliver the CBR Plan. The range of categories addressed include dental and medical consumables, agency staff, hosted telephony services, IT hardware, ward furniture and office furniture. Quick wins were delivered in the sourcing of IT hardware, ward furniture and office furniture by carrying out secondary competition within existing frameworks. Commercial and qualitative benefits were also achieved for the hosted telephony service which involved moving from a capex to an opex based model. Positive working relationships were fostered between Procure4 and the key stakeholders within Informatics which meant that despite the complexities

of the project, the delivery team were able to swiftly overcome challenges. As this case study demonstrates CBR can be delivered across every category, not just everyday items. With this in mind Procure4 estimates that not only is the £22 billion shortfall achievable, there could be much, much more that can be saved and diverted back into care. Procure4 is currently working with other NHS trusts to scope out CBR across a number of categories. Contact Chris Mullen via the details below to find out more. L FURTHER INFORMATION Tel: 0845 130 0161 Chris.Mullen@procure4.com www.procure4.com

Mental Health

Struggling with the perceptions of mental health

On 12 June 2015, the Care Quality Commission published a national report looking at the varying experiences of help, care and support during a mental health crisis. Health Business analyses the report and what more needs to be done The report, ‘Right here right now’, was the culmination of feedback gathered by 1,800 people with experience of a mental health crisis, alongside local area inspections that analysed how services work together. The report found that the quality of care experienced by a person in crisis can vary greatly depending on where they are and what help they require. Many people also experienced problems getting help when they needed it, and found that healthcare professionals sometimes lack compassion and warmth when caring for people who are having a crisis. The report, although by no means attempting to cover up the cracks, hints at an inconsistency and variation in service that cannot be ignored. GAUGING PUBLIC OPINION Public opinion on mental health is undeniably changing. It seems there is a growing understanding that, while it maybe at a glance less noticeable, mental health requires the same right to high quality care as physical ill health, and that more measures need to be put in place to accommodate the growing concerns for those suffering from mental health. The Mental Health Policy Group reflects this shift in opinion, and published its ‘Improving

England’s Mental Health’ plan at the end of May. This outlined what the government should do to improve the lives of people with mental health problems during the first 100 days of the new Parliament. The Group reported that poor mental health In England carries an economic and social cost of £105 billion annually and that business lose £26 billion due to mental ill health every year. It also raised concerns that just 25 per cent of people with depression an anxiety access treatment and only 65 per cent of people with psychosis receive support. The shift in public attitude is being reflected in government policy. Just prior to the March Budget, then Deputy Prime Minister Nick Clegg revealed that mental health services were to receive £1.25bn of funding, and in the same week Education Secretary Nicky Morgan outlined new measures to support mental health in schools and Clegg launched a mental health in sport initiative via the Mental Health Charter for Sport and Recreation.

The initiatives prompted a desire for more changes, with the Children and Young People’s Mental Health Taskforce highlighting a number of changes that it wished to see implemented by 2020 in its report ‘Future in mind’. This included tackling stigmas and improving attitudes to mental health, as well as providing easier access to young people experiencing mental health problems. Recommendations included a ‘one-stop-shop’ community service and rigid waiting-time targets. However, the Care Quality Commission (CQC) report found that the quality of care experienced by a person in crisis varied greatly depending on location and what help is required. It also reported that healthcare professionals were sometimes found wanting in the desired compassion and warmth expected of them when caring for a person in a crisis. Alastair Burt, Minister of State for Community and Social Care, stressed that the report must act as ‘a wake up call to our public services’. Burt said: “We asked CQC to do this investigation so we could shine a light and better understand the perspectives of people who have experienced a mental health crisis. It is clear that there is still a long way to go to make sure everyone is treated compassionately in the right place and at the right time.” LONG TERM RESEARCH In his foreword to the report, Dr Paul Lelliott, Deputy Chief Inspector of Hospitals (Mental Health), explained how the report is the work of a six-decade spanning movement. In the 1950s, pioneers campaigned for mental health legislation that was based on human rights. Between the 1960s and the 1990s, the asylums that segregated people with mental health problems from society, were closed to be replaced by an integrated system to care for people living in the wider community. More recently, the ‘Time to Change’ campaign has worked tirelessly to reduce the stigma, discrimination and disadvantage experienced by people with mental health problems. In 2004, the National Institute for Health and Care Excellence (NICE) introduced its own clinical guidelines for the care of people who self harm. Over ten years later, many services are still failing to provide an empathetic response when presented with a person who may have harmed themselves. Carers still feel they are not being listened to and are struggling to get useful advice and support they need. Getting the right help at the right time must become a priority. E

Carers ey l th still fee being are not and are to listenedling to get strugg dvice and useful aort they supp d nee

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PATIENT EXPERIENCE  While Lelliott is keen to emphasise the lack of haste in the making of the report, he is also clear of similar initiatives – notably the Crisis care Concordat. Launched in 2014, the Crisis Care Concordat is a national agreement between 27 services and agencies involved in the care and support of people in crisis, including the CQC, on how to improve the way that services work together, mainly via access, urgent access, quality of treatment and recovery. The Concordat is being seen at the mechanism that can really instigate change. Paul Farmer, chief executive of Mind, said: “We share the CQC’s optimism that the Crisis Care Concordat is a big opportunity to address the issues raised in this review. Every local area in England now has a detailed action plan for improving the support available for people in crisis, which has been signed by commissioners, NHS trusts, the police, local authorities and other services and agencies. It has been a huge piece of work getting to this point but in a way the work is just beginning. The challenge now is for every local area to deliver on their action plan so that everyone experiencing a mental health problem gets the help they need, when they need it.”

On average, one in four patients registered with a full time GP requires treatment for a mental health condition. In a different context, there were nearly three million adults on local GP registers for depression in 2013/14, and nearly 500,000 people on GP registers for a serious mental illness. Additionally, in 2013/14, over one and a half million people were in contact with NHS trusts providing specialist mental health services, the vast majority of whom were supported by community-based mental health teams. Moreover, around five per cent of all A&E attendances are recorded as relating to mental health problems. People may go to A&E at a time of crisis because of self harm, or fear thereof, or a referral from a GP. The report found that the rate of people admitted to acute hospital via A&E for a mental health condition varied across the country. ACCESS TO APPROPRIATE SERVICES People experiencing a mental health crisis should have access to the help and support they need 24 hours a day, seven days a week. This is crucial to achieving parity with physical health care. Stats show that most people with

Fewer than four in 10 respondents gave a positive response about their experience in A&E when asked whether the felt they had been listened to, taken seriously or treated with compassion VARYING OUTCOMES The report showcased a gap between patients’ perceptions of how they are treated by staff working in accident and emergency (A&E) departments and specialist mental health services compared to other services. Fewer than four in 10 respondents gave a positive response about their experience in A&E when asked whether the felt they had been listened to, taken seriously or treated with compassion. Those coming into contact with specialist mental health services were only slightly more positive. Comparatively, GPs, ambulances and the police were all perceived as being more successful in providing caring and empathetic responses to people in crisis. Volunteers and charities received the most positive responses from those who come into contact with them but the gap between satisfaction with the experience of the voluntary and statutory sectors was substantially higher (20 per cent in most cases). Overall, only 14 per cent felt that the care they received provided the right response and helped resolve the mental health crisis. Additionally, 42 per cent said it helped, but not completely, while a further 42 per cent said it did not help them. The report commented that ‘a health and care system where over four in 10 respondents feel their crisis was not resolved raises serious questions about the fairness and safety of service responses’.

a mental health condition, excluding dementia, are admitted to hospital via A&E in the evenings (outside of 9am and 5pm). In particular, the peak hours for self-harm admissions are between 11pm and 5am when it accounts for six per cent of all people admitted via A&E. This may indicate that there are problems with other services providing support out of hours, so that people turn to A&E for help because other support is not available. Ultimately, the report found that access to, and the quality of, services after 5pm was not good enough. Commissioners and providers should make sure that they have the most appropriate services with the staff that have the right skills working at the times when people with mental health needs are more likely to access them. One way to combat this and bridge the gap between mental and physical healthcare, is to introduce liaison psychiatry teams. These teams provide patients who are in distress in hospital with assessment and short-term care, and link with the follow-up support they need. It is therefore vital that commissioners take an active role in commissioning adequate and effective liaison psychiatry services across acute settings that deliver value for money, alongside improving outcomes for people who come into contact with them. L FURTHER INFORMATION tinyurl.com/o9de6wv

Comment: Joe Forster, President, Design in Mental Health Network

Mental Health

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Design In Mental Health Network is a charity whose purpose is to improve product, service and building design in mental healthcare, in particular by promoting effective networking between stakeholders. There is evidence that better design improves outcomes, and the key to understanding this is to combine the breadth of individual experience and the specificity of statistical findings in guiding local solutions to local needs. A ‘one-size-fits-all’ approach cannot take account of the differing needs of individual communities. However there is a place for standardisation, repeatability and guidance in making best practice attainable and affordable. The current environment in mental healthcare settings shows us the best and the worst of peoples’ reaction to design. Ironically some of the least popular settings are those built only a few decades ago rather than those from the more distant past. During that period, the symptoms of sick building syndrome were recognised. Over-mechanised, insensitive ventilation and lighting together with inconvenient layouts, over-crowding and lack of privacy made some buildings uncomfortable to be in. We now have the awareness not just to design sick-building features out, but to positively design in features that actively promote wellbeing and health. There are well-researched pointers to access to outdoor air, views onto nature, clearly-defined privacy and comfortable sound and light levels as design elements to guide our thinking. Less tangibly, ideas of control and observation affect how we experience and function within our environments. In emergency settings, robust safety and security features are important. Maintaining the connection with the outside through views, sounds and legible routes throughout the building is important. Direct observation with no privacy can be alleviated by partitioning that provides controllable levels of awareness. The difference that good design can make is to recognise that the wellbeing of service users, staff and visitors to that environment contributes just as much to outcomes.

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Advertisement Feature Written by Grace Brennan, Avensure

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REGULATIONS

Investigating accountability in healthcare

Leading employment law and health and safety specialist Avensure has produced a brief guide on regulation in healthcare Investigating incidents in any industry can be a murky undertaking, full of rabbit‑holes and competing interest groups that confuse the direction of the investigation.Discovering who governs and who is accountable can take some time to work through, particularly so in healthcare, where these investigatory problems are intensified under the spotlight of public scrutiny and bureaucracy. And when the investigation does get underway, rounds of internal squabbling and scalping only serve to confirm the popular assumption of a blame culture pervading UK healthcare, where there are no winners. What is required is more transparency and a better of understanding of who oversees what in healthcare. This is why Avensure have produced this brief guide on regulation in healthcare. It goes without saying that the healthcare

and social care investigation policy. The MoU applies to both health and adult social care in England, aimed at guaranteeing effective, consistent and comprehensive regulation of health and safety and to safeguard patients, service users, employees and visitors to these premises. Although there are separate responsibilities for investigating incidents, the MoU requires all parties to work collaboratively. When a notification of incident has been received, the information will be communicated to the relevant parties with shared intelligence and enforcement data. The intention is to improve transparency and collaboration between interest groups. Although there are only three enforcing bodies in the MoU, it recognises that other organisations, such as the police, Safeguarding Adults Boards and the Crown

Discovering who governs and who is accountable can take some time to work through, particularly so in healthcare, where these investigatory problems are intensified under the spotlight of public scrutiny and bureaucracy sector gets pulled around by enforcing bodies when investigating incidents. Prior to 1 April 2015 the Care Quality Commission (CQC) and the Health and Safety Executive (HSE)/Local Authorities (LA) were engaged in a Liaison Agreement that applied solely to healthcare. The CQC have now been given new enforcement powers by the Regulated Activities Regulations 2015 and this has been newly incorporated into the Memorandum of Understanding (MoU) in the hope of closing the ‘regulatory gap’. FAILINGS The regulatory gap was identified in the Francis Report that looked into failings at the Mid Staffordshire NHS Foundation Trust. The Report highlights that the lack of powers given to the CQC in securing justice at that time, was a result of the restrictions imposed by the HSE’s health

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Prosecution Service (CPS) have vital roles and responsibilities for investigation, prosecution, and can also be used as an oversight in relation to offences in health and adult social care settings. Appropriate liaison and coordination with the relevant organisations is critical in protecting patients, service users, workers and members of the public from risk. Deciding who investigates an incident can cause some confusion. Although not exhaustive, below are some practical examples illustrated by the HSE/LAs, CQC and other organisations. HEALTH & SAFETY EXECUTIVE A manual handling injury to an employee from moving ill-maintained trolleys or patients, maintenance worker received serious burns whilst stripping down a steam boiler. No system for assessing and controlling risks employees were exposed to. The Trust did

not know what training their maintenance employees had received and they were not under suitable supervision whilst working there, failing to take measures to prevent or monitor cases of dermatitis among staff. The prevalence of dermatitis was discovered during an inspection by HSE, which identified that a number of cases had not been reported to them by the Trust as is required by law. CARE QUALITY COMMISSION Abuse or alleged abuse involving a child or vulnerable adult using your service. This includes where the person(s) is/are the victim(s) or the abuser(s), or both. You must notify CQC about any relevant infrastructure, equipment, premises or other problems that prevent or are likely to prevent you from carrying on the regulated activity safely and in accordance with the Guidance about compliance: Essential standards of quality and safety, The death occurred while regulated activity was actually being provided. For example,

RESPONSIBILITIES FOR ENFORCEMENT Enforcing Body

What do they inspect

HSE/LA

HSE investigates health and safety at all healthcare premises inc. care homes with nursing, and public social care providers. LA investigate health and safety for residential care homes

CQC

Safety and quality of treatment and care matters

Who is involved in the incident?

Incident notification

Patients Service users not registered with CQC RIDDOR Workers, visitors Regulations 2012 and contractors irrespective of CQC registration

Patients Service users CQC Regulations registered with CQC

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while a patient was actually in consultation with their GP, while at their health centre or surgery, or during a home visit. JOINT OR CO-ORDINATED Death of vulnerable cancer patient through failing to control legionella. Joint investigation by the Health and Safety Executive (HSE) and Police identified a history of failing to manage the potentially deadly waterborne bug, A disabled man with severe learning difficulties and epilepsy drowned in a bath at a residential care home. The assessment of his needs and risk management plan completed by the local authority made no mention of the risk of drowning during bathing.In this case, the local authority (the commissioner) did not pass on the information to the residential care home. Both workers and service users are put at risk by the same incident - the malfunction of an X ray machine due to poor maintenance leads to patients and workers being exposed to much greater than expected levels of radiation. ABOUT AVENSURE If you are unsure on how to investigate an incident and who to turn to, Avensure is on hand to help you resolve any ambiguities and plan for the future. The company can provide assistance with the implementation of the Avensure health and safety management system that will be used to identify current health and safety failings. The management system is made up of forms and guidance that can be implemented into your business. The forms can be used to assist your current health and safety arrangements by allowing you to incorporate areas that are relevant to your business and document good practice already in place. An example being a workplace inspection form that highlights the common areas to check for hazards relating to slips, trips and falls. Avensure can provide a health and safety policy and staff handbook that will be generated with the clientâ&#x20AC;&#x2122;s input. The Policy and Handbook process engages the client to contribute with the final document being bespoke to their business. One of the policy areas is to ensure compliance with the Reporting Incidents, Diseases and Dangerous Occurrences Regulations 2013. Avensure has a team of qualified Health and Safety Consultants in the field that will provide you with the most reliable health and safety advice and guidance in compiling documents for an accident investigation procedure in compliance with your legal requirements. î &#x152;

Sources: http://www.hse.gov.uk/foi/ internalops/og/og-00063.htm http://www.cqc.org.uk http://www.hse.gov.uk/aboutus/howwework/ framework/mou/mou-cqc-hse-la.pdf FURTHER INFORMATION www.avensure.com

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HEALTH + CARE

SCANNING SOLUTIONS FOR HEALTHCARE

The healthcare industry faces enormous challenges, including rapidly changing regulatory, financial, and technical issues. Electronic content management is the way forward, writes Fujitsu Electronic medical records (EMR) systems help in addressing these challenges, but organisations should also consider electronic content management (ECM) solutions for even greater improvements in practices and processes. Skyrocketing costs, historic regulatory changes, patient demands for instant access to their records, freedom of information (FOI), bureaucracy and security concerns—these and other factors define the healthcare industry landscape. In recent years, countless medical organisations from small practices to major hospitals have implemented electronic medical record (EMR) solutions to replace inefficient paper-based practices. The results and benefits are hard to deny, but EMR solutions only go part way in addressing the challenges faced by the healthcare industry. EMR systems can help alleviate the burdens of paper processes, but they do not provide the technological framework for managing all of the information that flows through a healthcare practice. Healthcare organisations need to consider electronic content management solutions that will work in tandem with their EMR systems. THE CHALLENGES AND THE SOLUTION For decades, the industry has faced constant and growing criticism about costs and as such organisations are constantly being pushed to find ways to cut costs and improve efficiencies. At the same time, providers are continually looking for ways to improve the quality of—and access to—patient care and the information associated with it. This is particularly challenging in an era of patient rights, ubiquitous online connectivity and the information expectations driven by social media and FOI. Patients are more knowledgeable than ever before and are demanding greater participation in their healthcare decisions. Complicating these challenges are new and evolving technology advances such as mobile, cloud, and analytics, which healthcare organisations need to embrace to remain competitive. Countless medical providers are implementing electronic medical records systems as one obvious way to cope with challenges of modern medicine. At the level of individual organisations, practices are and can benefit from cost efficiencies and enhanced patient services by digitising their medical records. However, healthcare

HEALTH BUSINESS MAGAZINE | Volume 15.5

practices do not run on medical records alone, and EMRs were not designed to handle the broader range of enterprise information that supports these businesses. For example, standalone EMRs are insufficient for reducing operational costs, ensuring full compliance with mandates and guidelines, or improving patient outcomes and engagement. ECM solutions can provide important functionality such as: Capturing and creating content in a wide variety of formats, including paper and electronic documents, email, and images; Organising information with metadata which is used for indexing and classifying documents; Enabling collaboration using information that is easily located and shared; Expediting search and retrieval of documents for enhanced business processes and better patient services; and supporting publication and delivery of documents. VITAL FOR HEALTHCARE SUCCESS Healthcare is an information-intensive industry, and not just from the myriad types of documents, charts, images, and other data directly related to a patient’s health. For example, there is email and web content, instant messaging, policy procedures, and financial reports. Because a lot of patient information often comes from external sources—paper remains a significant part of the overall mix. Healthcare, as a heavily regulated industry, also produces voluminous policies, reports, and performance measurements. Providers also must adhere to mandates for data security that, if violated, can result in significant penalties. Organisations need systems that will help them securely store and manage regulatory documents. Additionally, medical organisations are at the forefront of ‘big data’ trends. ECM can help organisations aggregate all content types for their business processes and for their patients, including scanned images, email, imaging files, and financial data. ECM can pull information from diverse information systems such as radiology and laboratory to establish a single repository where content can be accessed or cross referenced. The result is a single point of access to an all-inclusive patient record. IMPLEMENTION To ensure an effective ECM deployment, organisations should identify the strategic imperatives that should be targeted by ECM. Any effective ECM solution represents

a strategic, system-wide investment that demands careful planning, input from stakeholders, the right mix of software and hardware products, and close coordination with an experienced systems integrator or other type of solutions specialist. It is strongly recommended that organisations work with outside specialists who have expertise in the design and implementation of ECM systems. They can help point out the options and pitfalls, and can help craft a long-term strategy for including new technologies and business processes in the future. By deploying an ECM system alongside other line-of-business applications, including EMRs, healthcare organisations gain a strategic hub for managing all content that flows through the enterprise. Key benefits include: Centralised storage with enhanced security for all information, including patient records; Business process agility that can lead to productivity gains and cost savings; Enhanced compliance throughout all departments with all regulatory guidelines; Faster access to patient information, potentially leading to improved patient outcomes, better patient engagement, and better access to critical information across the care continuum; and a notable ROI from the ECM investment, with most hospitals reporting a full return on their ECM investment within 18 months of implementation. With the benefits and rapid return on the investment, ECM deployments can provide core systems that will allow healthcare organisations to tackle the challenges facing the industry in the coming years. L FURTHER INFORMATION marketing@uk.fujitsu.com

EVENT REVIEW

The leading event in the healthcare calendar

Health+Care 2015

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

The largest national event for health and care professionals provided a world class learning and networking environment, with over 300 speakers delivering ‘live’ case studies, insightful debates and offer practical solutions to current challenges Health+Care 2015 took place on the 24-25 June at London’s ExCel Centre. With a line up of speakers consisting of Secretary of State for Health Jeremy Hunt, then Shadow Secretary of State for Health Andy Burnham (now Shadow Home Secretary), National Care Forum Executive Director Des Kelly and CEO of Care England Martin Green, the 2015 event was one not to be missed. Other speakers included Norman Lamb, Liberal Democrat Health Spokesman, Alistair Burt, Minister of State for Community and Social Care, and Lord Hunt, Labour Shadow Spokesperson for Health. Summing up what the show provided for exhibitors and delegates alike, one delegate said: “This has been a really useful show. The conference allows you to learn about best practice and the networking has been great. I’ve also been able to meet other providers, which is helpful for commissioning. This show is one of the best shows around.” Burnham himself said that: ”People who have come to Health+Care are asking searching questions about the future and they are looking for answers because they see the pressures they are under in their communities – what is coming at them in terms of both the demographic challenges and the financial outlook. “It’s essential that people involved in commissioning come to a conference like this because otherwise they can end up just ploughing away in their furrows on their own. That can be quite dispiriting and can make people think that they are the only person in this boat and the only person facing this challenge. It is important to bring people together at a big conference like this and particularly people who are holding the budget and making the difficult decisions.”

As ous in previthe years, ost m sector’s erson, the ial p influenttary of State Secre lth, Jeremy General Election in which the health for Hea , opened t sector featured so n u H w o prominently, it was h s e h t important that the show set

SETTING THE RIGHT TONE With over 400 exhibitors attracting a record 8,000 delegates, Health+Care has not only grown in terms of scale but most importantly, it has developed in terms of influence which makes it the leading event of its kind in the healthcare calendar. Taking place so soon after the knife-edge

the right tone for the future. It was equally important that it covered the relevant subject areas within the health and social care arena, attract high profile and influential speakers from politics, health and care providers, commissioners and patient groups. Ultimately, it was vital that the show generated high-level debate. In all regards, the show more than delivered. Showcasing the most up to date and innovative approaches, there was something for everybody. The debate and discussions were generated from among the 12 specialist areas ranging from the Residential Care Theatre, Homecare Theatre, Commissioning, Patient-Centred Healthcare and Integrated Care Theatres to the Technology Enabled Care Services zone, Medicines Optimisation and Knowledge Exchange. Speakers from CCGs, commissioning and provider organisations, NHS

bodies and the independent sector all contributed their frontline examples of how local and regional improvements were taking place across England. LEADERSHIP VALUES As in previous years, the sector’s most influential person, the Secretary of State for Health, Jeremy Hunt, opened the Show. While reminding everyone of the challenges ahead, he also spoke of the need to ‘adopt leadership values’. Reflecting one of the show’s aims to offer learning from the front line, delegates could, for example, enjoy being among the first to learn more about Greater Manchester’s revolutionary health and social care funding from Ian Williamson, one of Devolution Manchester’s key architects. NHS England’s newly appointed director responsible for implementing New Models of Care, Samantha Jones, also gave her first hand details of the programme to develop NMCs in Vanguard regions and Chris Hopson, NHS Providers’ chief executive urged people to take E

Volume 15.5 | HEALTH BUSINESS MAGAZINE

EVENT REVIEW

With over 400 exhibitors attracting a record 8,000 delegates in 2015, the Health+Care show has grown in scale as well as influence

Health+Care 2015

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

 control of their own destiny and not wait for direction from the centre. The last word must go to an exhibitor, present at the show for the first time, who said: “It is a strong testament to the reputation and influence of Heath+Care that we met so many of the right level and calibre of customers for our software that we finished the show with three times as many sales leads as we had even dared to hope for. We have already re-booked for next year’s show.” L

Next year’s Health +Care event takes place on 29-30 June 2016. FURTHER INFORMATION www.healthpluscare.co.uk

Ulysses Rostering Systems: delivering efficient, realworld software solutions Rostering the right staff for each shift is crucial to the smooth running of every organisation to ensure that an optimum skill mix is mainatained, manning levels and availability. Communicating this to each staff member can be a nightmare, and many organisations are still in the dark ages, with paper timesheets, manual systems, and reliance on telephone calls. Ulysses Rostering Systems has created a suite of apps that enable staff to use their own phone, whether it be Apple, Windows or Android, to see their shifts, record their availability, and log time and attendance using Timelog Services. The system is designed to link to any system that has a shift management capability, whilst still providing a secure external gateway. This means that staff feel informed, know where they

Easy scheduling Secure staff & client records. Provide your service users with the care package they need. Assign your work based on continuity, training, carer availability & more.

are supposed to be and can be relied upon to react to real-time changes rather than out-of-date pdf or paper plans. In Reablement applications the system allows rapid visual shift planning, dynamic real-time changes, presenting visit tasks and instructions, google maps, GPS, and allowing outcomes to be recorded at each visit. In addition, staff can log their visits in real-time, eliminating manual timesheets and allowing lone-worker tracking. FURTHER INFORMATION Tel: 01865 890883 sales@rostering-systems.co.uk www.rostering-systems.co.uk

Payroll & Invoicing calculated for you. HR & Recruitment. Communicate with your team out in the field. Easy recruitment processes.

UDMS Ltd 45 Monument Business Park, Warpsgrove Lane, Chalgrove OX44 7RW Tel: 01865 890 883 Email: becca@rostering-systems.co.uk

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State of the art technology now available to help you lead the field in Legionella control with

rapid Legionella confirmations

Faster results Removes uncertainty No more presumptive results Saves time Exceptional service to your customers Confidence to act in a crisis Reduced risk to human health

Fast, friendly and reliable food & waters testing

You’ll know 2 days earlier if you have a Legionella problem. What would this mean to you and your customer? We can help.

DSSR is an award‑winning international Firm of Consulting Engineers, specialising in mechanical and electrical services consultancy. Harrogate Office DSSR Consulting Engineers Windsor House Cornwall Road Harrogate HG1 2PW Tel: 01423 520252 Email: harrogate@dssr.co.uk Manchester Office DSSR Consulting Engineers Warwick House 17 Warwick Road Manchester M16 0PT Tel: 0161 872 4811 Email: manchester@dssr.co.uk

DSSR have been responsible for a substantial share of healthcare work in the United Kingdom and beyond for over 60 years.

We offer a flexible service tailored for all clients encompassing design, condition surveys, reports, BREEAM / Sustainability, Low Carbon / Energy, studies, specifications, design monitoring etc. TWO OF OUR REGIONAL PARTNERS (MATTHEW DAY & DAVID GUILFOYLE) WILL BE PRESENTING AT THE IHEEM CONFERENCE ON LOW CARBON A&E DEVELOPMENTS IN THE NORTH EAST. THE PRESENTATION IS ON DAY 2 OF THE CONFERENCE (WEDNESDAY 21ST OCTOBER ‘15) BETWEEN 14.20‑14.45 AS PART OF THE ENERGY & EFFICIENCY CONFERENCE PROGRAMME. WE LOOK FORWARD TO SEEING YOU THERE.

HEALTH BUSINESS MAGAZINE | Volume 15.5

EVENT PREVIEW

Healthcare efficiency through innovation

Healthcare Estates

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Targeting an audience responsible for engineering, design, construction, maintenance, operation and estate management, Healthcare Estates takes place on 20-21 October 2015 at Manchester Central and provides the opportunity to explore how to improve the built environment for the benefit of the patients The NHS spends more than £3,700 every minute on privately financed hospitals. The bill for privately financed finance initiatives (PFI) hospital schemes will hit £2 billion for the first time this year. The cash paid is for private companies as part of an annual payment fee for building and operating new hospitals as well as developing old ones. All bar one of the hospital PFI deals were signed by Labour governments between 1997 and 2010 with the intention of moving the cost of big projects out of government borrowing figures but (according to the Telegraph newspaper) will mean the NHS faces a £22 billion black hole over the next five years.

A further £1 billion could be saved by the NHS in England by 2019-20 simply through improved procurement of everyday goods, according to a recent government review. The review carried out by Lord Carter (Keynote speaker at the Healthcare Estates IHEEM conference this year), found huge discrepancies between what Trusts are paying for the same goods – with prices varying by more than 35 per cent, compared with one per cent to two per cent in other health systems. The Healthcare Estates conference will look at the issue of ‘Efficiency

Through Innovation’ with the opening Keynote Panel of chief executives and managing directors addressing this very issue. Panellists include Mike Hobbs of Carillion, who is also delivering the Keynote address at the beginning of the first day of the conference. Mike is the managing director for Carillion Health which provides health sector customers with a comprehensive range of built environment services including facilities management, construction, and a range of other support services. He joined Carillion in 2003 and led E

are Healthc has Estates d into e develop ost event m the forend and 2015 of its kiises to give prom gates a dele ost of whole has ide

Volume 15.5 | HEALTH BUSINESS MAGAZINE

Healthcare Estates

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Solutions for the future urban environment

Improving standards for the built environment

APT Controls Group, (a company of the SWARCO Group) will showcase the latest parking and eMobility solutions. APT Skidata, who bring to the market the renowned Skidata Pay-on-Foot parking technology, will demonstrate how the most recent software advances can place control and account management directly with the businesses and individuals wishing to administer their own parking access. Sister business Veri-park will demonstrate how its latest intelligent payment kiosks use cloud-based web services that connect with ANPR technology, ensuring the consumer’s entrance and exit of the parking facility is quick and simple. Veri-park technology allows ‘ticket-less’ parking to become a reality; tokens or tickets are no longer required and payment

The Dunwoody Group is a multidisciplinary group of companies offering bespoke services to the construction industry. Dunwoody LLP is a building services design consultancy offering specialist designs for new construction and refurbishment schemes across a wide range of sectors, but with particular emphasis on health, education and data centres. Specialist design services include mechanical, electrical, sustainability and environmental design as well as Building Information Modelling (BIM), services monitoring and testing. A leading light in the services industry for 60 years, the company offers an innovative approach to design backed by a company track record of achieving a high level of client satisfaction. Dunwoody Building Legislation is a Corporate Approved Inspector who has been providing building control services to projects across England and Wales since they

is automatically calculated. Also alongside these, Evolt will show APT’s contribution to further developments in ‘green’ technologies with the most comprehensive range of EV charging products. This range includes the highly efficient tri-rapid compact electric vehicle charging point (with simultaneous charging at 43kW AC and 50kW DC) and multipoint technology, which has the ability to fully integrate with Skidata technology to show customers how a mixed portfolio of products can be adopted and installed on a single site. FURTHER INFORMATION Tel: +44 (0) 20 8421 2411 www.aptcontrols.co.uk

were granted one of the first licenses to practice in 1997. Specialising in complex buildings and fire engineered solutions, it offers a proactive approach to building control by offering pre-application advice and early consultation for clients to minimise the risk to budget, design and programme for construction projects. In addition, Dunwoody Building Legislation also offers services including fire strategy advice and risk assessments, access compliance advice and specialises in Crown Premises. FURTHER INFORMATION Tel: +44 (0)208 6212100 www.dunwoody.uk.com

DUNWOODY LLP DUNWOODY BUILDING LEGISLATION DUNWOODY MANAGEMENT 020 8621 2100 • • • • • •

Building Services Design Critical Systems Analysis BIM & 3D Modelling Installation Testing Energy & Condition Surveys Project & Cost Management

• • • • • •

Building Regulations Fire Risk Assessments Fire Strategy Development Compliance Training Access Advice and Audits Crown Building Specialists

S K I D ATA M a x i m i s e C o n t r o l Maximise control and customer experience with integrated; • ANPR (Automatic Number Plate Recognition) • VMS Level Guidance (Variable Message Sign) • Full Bay Space Management • Electric Vehicle Charging & Payment • Energy Efficient Lighting

www.aptcontrols.co.uk

HEALTH BUSINESS MAGAZINE | Volume 15.5

www.dunwoody.uk.com

Healthcare Estates

EVENT PREVIEW  the development of health sector PPP, clinical and FM contracts, both in the UK and internationally. Prior to joining Carillion he worked in a number of senior management roles in the NHS. Mike is also a member of the Healthcare UK Governance Board and the CBI Health panel. Mike is joined by Steve McGuire, CEO Essentia, at Guy’s and St Thomas’ NHS Foundation Trust, Julian Amey, chief executive of IHEEM, and Karen Baker, chief executive of Isle of Wight NHS Trust, and in a ‘Question Time’ style panel will answer questions from the industry and audience on their own experiences in driving efficiencies through innovation. Delegates will be encouraged to tweet or email questions in advance, with the session moderated by Simon Corben, Health Infrastructure and Health Sector Lead at event sponsor, CAPITA. (To submit your questions to the panel, tweet @HCEstates #qtime15 or email: healthcare@stepex.com). THE 2015 SHOW This year, Healthcare Estates is taking place at Manchester Central on the 20-21 October. Hundreds of ideas, solutions, products companies and individuals working with Hospitals, Trusts, and key organisations will be exhibiting and attending the

two days of Healthcare Estates. Victoria Emerton, conference director said: “This is by far the most ambitious conference and exhibition programme we have put together; we have assembled over 150 speakers and chairs to facilitate and present on a myriad of topics. Keynote speakers on the second day of the conference are Lord Carter of the Department of Health, and Iain Williamson, Interim Chief Officer of Greater Manchester Health and Care Devolution. “The conference again offers four parallel streams of content: Energy & Efficiency; Estates & Facilities Management; Planning Design & Construction; and Engineering. Delegates can tailor their own conference programme to suit their interests and professional requirements. Other conference highlights this year are news on the P21+ repeatable emergency rooms initiative, an

Innovative diagnostics and technologies for safer water

IDEXX (Booth B33) will be demonstrating Pseudalert to the Healthcare Estates annual conference attendees. The Pseudalert test has been introduced into the UK healthcare sector, to facilitate the rapid identification of Pseudomonas aeruginosa (P. aeruginosa) in hospital water systems. The product was launched in 2014 after a pan-European study demonstrated Pseudalert was compliant with the requirements of the Health Technical Memorandum 04-01 (HTM 0401) Addendum water testing guidelines for P. aeruginosa. Pseudalert uses an innovative Bacterial Enzyme Technology to identify P. aeruginosa, giving

either a presence/absence, or a quantified result, in 24 hours. This is half the time taken by traditional laboratory culture methods, which need a minimum incubation time of 48 hours. IDEXX Water is a global provider of water testing solutions that deliver easy, rapid, accurate and cost-effective information on water quality to laboratories and public utilities around the world. For more information visit IDEXX at Healthcare Estates, or use the contact details below. FURTHER INFORMATION Tel: 07781 314 704 john-struthers@idexx.com www.idexx.co.uk

update on P22, and a dedicated BIM session. “The exhibition alone has five theatres dedicated to Water & Infection, Energy Efficiency, Specification and BIM, Mental Health, Fire and Security and the IHEEM technical programme. The exhibition theatre content is free to attend and supported by many of the biggest organisations working in the NHS.” The exhibition, conference, dinner and awards has developed into the foremost event of its kind and 2015 promises to give visitors and delegates a whole host of ideas to take home with them. The exhibition features more than 200 companies showcasing new products and services, many highlighted in this preview. THE WORRY PIT The very popular ‘Worry Pit’ will be opened up to visitors and exhibitors as well as E

Delivering the healthcare of the future TAHPI is an award winning, international firm of specialist health planners and healthcare architects. TAHPI is one of the largest and most experienced health planning firms in the world offering service planning, briefing and design in-house. Experienced in modular design and prefabrication, TAHPI has over 250 staff including healthcare architects, interior designers, nurse planners and service planners responsible for over 300 completed projects. TAHPI currently has over 40 healthcare projects under development around the world including five Medical Cities, 3,500 beds over two million square meters of area. The company has offices in Sydney, Kuala Lumpur, Hong Kong, New Delhi, Bangalore, Dubai, Riyadh and London. TAHPI is also the author of numerous Health Facility Design Guidelines for health authorities and the International Health Facility Guidelines (iHFG).

These are also available via apps for mobile platforms. TAHPI has developed a powerful suite of web-based applications known as Health Facility Briefing System (HFBS), used by over 3,000 consultants for more than 8,000 hospitals. It enables rapid, standards-based project briefing, scheduling, design and costing. TAHPI has won three export awards for Health and Biotechnology and the ‘Hospital Build’ Award for ‘The Best Initiative to Improve the Design Standard of Healthcare Facilities’. Contact Rick Shands, below, for more information. FURTHER INFORMATION Tel: +447722709446 rshands@tahpi.net www.tahpi.net www.healthdesign.com.au

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‘Well designed healthcare environments support the highest quality patient care, attracting and retaining the best talent’ Kieren Morgan, Principal, HASSELL

Contact kmorgan@hassellstudio.com T +44 292 072 9071 www.hassellstudio.com @HASSELL_Studio Visit us at Stand D19 at the 2015 Health Estates Conference

Ruskin Air Management ‘I want to upgrade my skills’

‘I want to be challenged, a CPD that helps me stay ahead would really benefit me’

A brighter picture with Ruskin. Ruskin Air Management are passionate about CPD seminars, it’s not to promote the products you offer, it’s there to educate about the part of the industry we are experts in, that is why we are able to provide CPDs for Ventilation, Fire and Smoke Control.

There’s an even bigger picture to be found at Ruskin Air Management.

actionair

Airolution

Trion

Air Diffusion

naco

Envirco

HEALTH BUSINESS MAGAZINE | Volume 15.5

www.ruskinuk.co.uk

EVENT PREVIEW  delegates this year. Under the strapline of ‘Together We Are Stronger’ this year’s Worry Pit is again facilitated and promoted by EFM2 (a learning forum of Directors). A lively discussion is ensured on key issues facing EFM managers over the year ahead. Cliff Price of CPA Solutions, who chairs the Worry Pit, said: “EFM2 members will share their own experiences of what they feel are top topics for them and how they are handling them. We are asking visitors and delegates to bring along their own top issues for debate, and to share experiences in such things as, cost improvement pressures and their delivery, changing organisational models and the workforce, managing large third party contracts, assurance of governance and compliance and other key factors. We want as many people as possible to take part and discuss the key issues.” Panellists in the pit include: Darryn Kerr, University Hospital Leicester: John Wilkes, Pennine Acute Hospitals NHS Trust; John Simpson, University Hospital of North Staffs NHS Trust; and Howard Jones, Royal United Hospital Bath NHS Trust. THE WATER ZONE New at this year’s exhibition, the Water & Infection Control Zone is particularly relevant following the recent crisis in which half of the water outlets in Worcestershire’s

Hospitals will be able to see where they are lagging behind and could do better, with advice from many of the leading companies in the sector helping healthcare providers learn from the best hospitals and suppliers new oncology centre were found to contain an antibiotic-resistant bacteria. Board member Lynne Todd said the problem had been put down to design faults in the building, and patients stood very little chance of infection – adding that measures were being put in place to reduce the risk as much as possible including installing water filters across the centre. She said: “There is further work to do to address water temperature. Accountability was firmly placed on the PFI (Private Finance Initiative) provider.” Since the discovery, the Trust, which runs the Royal as well as Kidderminster Hospital and Redditch’s Alexandra Hospital, has made it mandatory for any new structure built in the future to be fully examined by infection control experts before it can be opened to patients. The Water & Infection Control theatre at Healthcare Estates offers a programme

of presentations including: ‘Why Waterborne Respiratory Pathogens are Top of the Agenda for Healthcare’, by Richard Sinden, Head of Life Sciences at Suez Environmental; ‘Engineering & Infection Control’, Alyson Prince, UCLH and FM Solutions with Daniel Honour, Bouygues Rapid Microbiology in action and Paul Nolan of paul Nolan water hygiene; and ‘The Challenge of Water Hygiene in Medical Institutions’, Dr Florian Dibbern, Aqua-free membrane technology. The theatre presentations and zone are supported by the Water Management Society, the Legionella Control Association and BEAMA, and is sponsored by Delabie. Elise Maynard, Chair, Water Management Society said: ”We have pooled our resources to bring together a free programme of accomplished speakers within the dedicated Water & Infection Control Zone in the exhibition hall.” E

The leading international design practice

Plucking the bigger picture out of the air

HASSELL is a leading international design practice with studios in the United Kingdom, Australia, China and South East Asia. The company’s design values are shared globally across all the HASSELL studios by the talented people who work in them – architects, interior designers, landscape architects and urban designers. HASSELL understands the modern healthcare facility is more than just a place to recuperate. It’s a work-place, a community hub, a place of teaching and learning, and a commercial operation. The healthcare project experience includes emergency medicine, ambulatory care, complex critical care, rehabilitation services, cancer care and mental health in both the public and private environments. HASSELL is currently delivering the new Hampshire

Ruskin Air Management is the acknowledged UK market leader in air distribution, fire and smoke control and natural ventilation. The company’s US parent company JCI is one of the largest, most innovative air control solution manufacturers in the market place. But it’s not size that’s important, it’s what it offers its clients now and in the future. Like access to some of the most advanced test and development facilities available. The vision to invest in revolutionary technology. The competence to deliver tried and tested solutions. The guarantee that whatever Ruskin Air Management’s six

Critical Treatment Hospital in collaboration with Stride Treglown and is working with States of Jersey on the concept for its new General Hospital. Other projects include the internationally acclaimed Fiona Stanley Hospital in Western Australia, which HASSELL delivered as part of a design collaboration with Silver Thomas Hanley and Hames Sharley. The company’s international team of specialist healthcare designers look forward to welcoming you to stand D19 at the 2015 Healthcare Estates Exhibition and Conference. FURTHER INFORMATION Tel: +44 29 2072 9071 kmorgan@hassellstudio.com www.hassellstudio.com

Healthcare Estates

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

brands specialist divisions deliver, it will always fulfil the brief. Whether that is Actionair, Air Diffusion, Naco, Airolution, Trion or Envirco, if anyone should tell you there is no practical solution to your needs, the company will prove them wrong. Kevin Munson, managing director of Ruskin Air Management says: “We are committed to providing innovative solutions through the pursuit of excellence.” FURTHER INFORMATION Tel: 01227 276100 info@ruskinuk.co.uk www.ruskinuk.co.uk

Volume 15.5 | HEALTH BUSINESS MAGAZINE

Healthcare Estates

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Cutting edge materials bringing real results

Pioneering BIM in healthcare environments

Sealwise is a revolutionary and sustainable material which brings innovative qualities – including unrivalled peace of mind in the fight against infection – making it ideal for a medical setting. With its patented jointing system, Sealwise can help companies with specification requirements and how to fabricate using Sealwise Waterproof Construction Board (WCB). From hospital cabinets, ward furniture, sluice rooms and wall cladding, to hospital signage, Sealwise is durable, easy to clean, and can be digitally printed. This material is perfect for hardworking environments and suited to many different applications, but Sealwise’s infection control properties make it of great value to the health sector, from hospitals to dental surgeries, laboratories and vets. Features include: anti-bacterial

Stride Treglown is the lead design consultant on the Hampshire Critical Treatment Hospital – the largest hospital project to be delivered under the ProCure 21+ framework. The company has vast experience of working within a healthcare environment both with new build schemes and with existing buildings and live healthcare environments. It is pioneering the use of BIM to help inform user decisions, reduce construction costs and avoid unnecessary work on site due to clashes. By recognising that good architecture can transform lives and rejuvenate places, it focuses on addressing the needs of individuals through design to improve their surroundings and their emotional wellbeing; a simple philosophy that informs all of its work. Stride Treglown is a Top 15 UK architecture practice, with nine offices across the UK and

qualities; fire retardant to class B1; complete waterproofing for life; excellent soundproofing; and efficient chemical resistance. Sealwise commissioned a study from University College London Hospital to look at the effectiveness of Sealwise WCB. The report left no doubt as to how beneficial Sealwise is when accompanied by a stringent cleaning regime. From the report it proved that Sealwise WCB used for cabinet manufacture or wall cladding is valuable in combating MRSA and other infections prevalent in a clinical environment. FURTHER INFORMATION Tel: 01934750084 info@sealwise.co.uk www.sealwise.co.uk

Introducing Sealwise cutting edge material for a healthier environment

Architecture Interior Design BIM Masterplanning and Urban Design Landscape Architecture Town Planning Building Surveying

UAE and over 300 staff. The company is employee owned and delivers exemplar design services within a range of sectors, including: healthcare, education, student accommodation, retail, commercial, residential, public and community, transport, technology and innovation, hotels and leisure, regeneration and defence. It is a multi-skilled practice, with specialists in selected services, including interior design, town planning, landscape architecture, building surveying, BIM, historic building conservation, access consultancy, sustainable design advice, BREEAM assessments and graphic design. FURTHER INFORMATION Tel: +44 20 7401 0700 www.stridetreglown.com

Historic Building Conservation Project Management BREEAM Assessment Sustainability Health and Safety Graphic Design

Hampshire Critical Treatment Hospital

WCB Waterproof Board a revolutionary newConstruction material with infection control properties ideal for cabinets, wall cladding and signage for the health sector

Hospitals

Dental surgeries

Laboratories

INK

ANTI-BACTERIAL

ACTIVE ANTIBACTERIAL SILVER IONS

FIRE RESISTANT

THERMALLY EASY TO MANUFACTURE NON TOXIC STABLE AND INSTALL

TOUGH AND HARDWEARING

ANTI-STATIC

Fo info r more rm & sa ation les te 019 lephon 34 7 e 500 84

RECYCLABLE

www.sealwise.co.uk 58

HEALTH BUSINESS MAGAZINE | Volume 15.5

Hampshire Critical Treament Hospital is the largest project to be let under the ProCure 21+ framework. The 37,500 sq m facility comprises a 1,860+ room hospital spread over 6 storeys, providing only specialist and critcal care services with rapid 24/7 emergency access. DanielVanLuttmer@stridetreglown.com

stridetreglown.com

EVENT PREVIEW  INTRODUCING IHEEM The event’s other new area is the IHEEM Technical theatre and zone. Steve Webb, show Director said; “IHEEM are our event partner and many members come to Healthcare Estates to learn about the latest initiatives and industry regulations. It was a natural addition to encourage the key technical groups to open up their expertise to visitors and members at Healthcare Estates.” Julian Amey, IHEEM chief executive, said: “The area provides a dedicated zone for members and visitors to come and talk to our range of experts during healthcare estates. IHEEM have pulled together an impressive line-up of technical experts who will present on topics such as; ‘Are you compliant’ with Paul Harris of Paul Harris Associates; ‘Can I smell Gas?’ with presenters Mike Ralph, Head of Healthcare Engineering, Sodexo, Ian Sanford and Graeme Dunn, of IHEEM Medical Gas Technical Platform; and a ‘Sustainability Update’ from Mark Simpson from Sweett Group. “Experts and members of the IHEEM team will also run a session on both days allowing visitors to ‘meet the experts’. Experts already confirmed to offer their expertise include; Graham Stanton, Nick Hill, Manju Patel, Mark Richards, Mike Ralph, Dave Easton, Graham Marsh, Richard Knight and Andrew Ward.” The IHEEM membership team will be happy

to meet new prospective members and run through the benefits of membership to the industry’s leading organisation. The exhibition team are also working on a ‘visitor planning’ service for NHS VIPs – Anyone who works for the NHS or other healthcare establishment qualifies for VIP entry and the benefits of a dedicated VIP area, sponsored once again by Wandsworth Healthcare, complimentary tea and coffee all day, complimentary parking and this year a complimentary bar in the main VIP meeting area to allow visitors and delegates to enjoy a refreshing pint while meeting with colleagues and friends. ‘FREE TO ATTEND’ EXHIBITION Nearly 200 companies will be displaying a fantastic array of products and services this year. The 20-21October promises to be a fascinating two days for visitors with so many changes impacting on all areas of healthcare. Hospitals will be able to see where they are lagging behind and could do better, with advice from many of the leading companies in the sector helping healthcare providers learn from the best hospitals and suppliers, with a number of the sessions focused on real examples of successes in the sector. Tickets are widely available for the exhibition and free to visitors. Healthcare

Estates organisers, Step Exhibitions have made thousands of complimentary tickets available to potential visitors to the exhibition. With a range of benefits for pre-registered visitors, complimentary sessions, VIP status to key people in the sector and the ability to book appointments with key companies once registered, the organisers have once again upped the importance of this crucial annual event for those working in the sector. The exhibition provides visitors with an opportunity to find out about the latest changes and implications for you and your teams. For estates and facilities departments, architects, consulting engineers, construction companies, suppliers and others directly involved in managing estates and facilities the exhibition, features and conference is critical to helping you run your organisation. The exhibition brings together suppliers and customers in the largest gathering of the UK healthcare sector. Face‑to‑face, visitors and suppliers have the opportunity to make practical decisions while considering the feel of the product together with the knowledge of the supplier. With most of the key suppliers and organisations servicing the healthcare sector in the same place, everyone attending can compare every aspect of products and service available. E

DSSR – Award winning consultancy engineers

The best environmental and food testing services

DSSR is an award-winning international firm of consulting engineers, specialising in mechanical and electrical services consultancy. The Firm is one of the largest independent Building Services Consultants in the UK, with offices in Glasgow, Harrogate, London and Manchester. Along with its diverse portfolio of work from across the UK and Ireland, DSSR also has completed several successful projects in the Middle East. DSSR has been responsible for a substantial share of healthcare work in the United Kingdom and beyond for over 60 years. The company offers a flexible service tailored for all types of sector clients encompassing design, condition surveys, reports, BREEAM/ sustainability, low carbon/ energy, studies, specifications, and design monitoring - which gives DSSR a crucial edge to design team integration. The company is proud to

ALcontrol Laboratories is a leading provider of UKAS accredited food and water testing at its network of facilities throughout the UK. In addition to this, ALcontrol operates a number of strategically placed drop off points as well as its own fleet of refrigerated vehicles available to collect your samples. ALcontrol is delighted to be exhibiting as the company is showcasing its recently launched ground breaking UKAS accredited rapid legionella confirmation technique. The traditional technique for confirming the identification of a presumptive legionella colony involves further culture and incubation of the colony which can take two to four days. This new rapid technique allows the colony to be

advise that two of its Regional Partners (Matthew Day from DSSR Harrogate Office and David Guilfoyle from DSSR Manchester Office) will be presenting at the IHEEM Conference on Low Carbon A&E Developments in the North East – the presentation is on Day 2 of the Conference (Wednesday 21 October 2015) between 14.20-14.45 as part of the Energy & Efficiency Conference Programme. FURTHER INFORMATION Tel: 020 8567 5621 london@dssr.co.uk www.dssr.co.uk

Healthcare Estates

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confirmed within minutes. The benefit is that you will no longer receive a presumptive result and you will always be provided with a positive result upon which you can act. The technique is called Matrix Assisted Laser Desorption Ionisation Time of Flight Mass Spectrometry (MALDI-TOF MS) and identifies the unique molecular fingerprint of an organism by measuring the abundant proteins that are found in all microorganisms and compares it to a comprehensive database. Visit ALcontrol for a chat to see how the technique can benefit you. FURTHER INFORMATION Tel: 08450 738808 tellmemore@alcontrol.com www.alcontrol.com

Volume 15.5 | HEALTH BUSINESS MAGAZINE

Healthcare Estates

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Doorsets and hardware for challenging settings

The complete gritting and snow clearing solution

The Kingsway Group is a specialist manufacturer of anti ligature hardware and vision panels for the mental health sector. The company’s products have been developed with help and guidance from healthcare professionals and many products are there as a result from an initial client requirement that The Kingsway Group has worked with to develop a solution. As a door manufacturer as well, the company can supply all of its components pre-fitted on certified doorsets ready for immediate installation. From small components such as coat hooks to full doorsets, The Kingsway Group has a solution that has been proven to perform and is backed by its service guarantee to give you total satisfaction and peace of mind. The company’s doorset manufacturing division specialises in anti barricade doorsets that

Gritting.com is a market leader in providing winter maintenance solutions. With over 20 year’s expertise within the industry, the company provides you with all your gritting and snow clearing requirements. Gritting.com works closely with its customers to provide a bespoke service by understanding each customer’s individual needs, considering the machinery and equipment needed to make sure that together the company is prepared for any challenges. Risk management is high on every ones agenda’s and Gritting. com’s service is vital to FM’s to ensure that health and safety is not comprised in any way - ‘we never miss the frost, ice or snow’. The company grit premises overnight to minimise disruption

allows staff to override the lock and open outwards in emergencies. These doorsets are manufactured, fitted and tested to ensure they are functioning correctly ensuring maximum safety to staff and patients. At this year’s Healthcare Estates Exhibition, The Kingsway Group will be showcasing its latest developments that bring together safety, functionality and design helping to make the healing environment a better place. FURTHER INFORMATION Tel: (0)1959 577 727 sales@kingswaygroup.co.uk www.kingswaygroup.co.uk

Experts in Mental Health

Hunter doors have been designed and manufactured for the challenging mental health environment.

T: 01959 577 727 E: sales@kingswaygoup.co.uk www.kingswaygroup.co.uk

HEALTH BUSINESS MAGAZINE | Volume 15.5

to site. Its service is operated on a pay as you go service to ensure that it does not grit unnecessarily and only once it has considered the risk to each site. Gritting.com’s partnership with the Met Office has been built up over 20 years to ensure that it considers all factors and doesn’t just base its reasoning on trigger temperatures. Gritting.com is operational 24 hours a day with full customer service support through its help desk and dedicated account managers. Call or email Gritting.com immediately for a review or quote of your site. FURTHER INFORMATION Tel: 0845 468 2399 enquiries@gritting.com www.gritting.com

EVENT PREVIEW  MORE PRODUCTS – MORE CHOICE Phil Wade, Director at Static Systems Group, the UK’s leading provider of IP based nurse call systems, said: ‘‘The range of products on offer at Healthcare Estates ensures your trip to Manchester is worthwhile and helps you make the right decision. Healthcare Estates exhibition provides you with every opportunity to see products demonstrated, essential in an industry where actually touching or using the product is part of the buying process. Healthcare Estates is an exhibition where customers and suppliers rub shoulders with their peers, competitors and future suppliers and employers proving invaluable.” Visitors to Healthcare Estates will also benefit from discussions around the hottest topics of the moment and you can learn the latest methods to deal with specific issues you encounter in your job. Lots of companies invest in training on a regular basis, but there is nothing better than learning from experts and highly experienced speakers. Healthcare Estates is open from 8.45 am

each morning, Manchester is one of the most accessible places from most parts of the UK, and the easiest city to travel around. TRAVELLING BY TRAIN Booking your train ticket today could save you a lot of money, and once in Manchester we are a just short walk from Piccadilly station and surrounded by hotels and facilities to make your visit worthwhile. Virgin trains currently have return tickets from London Euston for as little as £40 with lots of flexible options on travel times. The organisers have also secured some very competitive rates at local hotels and are able to offer discounts to visitors and delegates, keeping the cost of attending to an absolute minimum. To find out more go to the Healthcare Estates web site www.healthcare-estates.com And for visitors travelling by car, VIPs (those working for NHS Trusts, Private hospitals and health centres) benefit from complimentary parking on site. The VIP experience will be made all the more pleasurable with

‑face, Face‑to and visitors ave the rs h supplie nity to make opportucal decisions practi onsidering while c feel of the s product

continued sponsorship from Wandsworth Group who will provide VIPs with a range of benefits including complimentary tea and coffee and new for 2015 a bar in the VIP area. Entrance to the exhibition is complimentary. The exhibition is attended by many professionals involved in the sector; management from the Department of Health, NHS estates, facilities, sustainability and procurement professionals, managers and buyers for private hospitals, nursing and care homes. You will also be mixing with visitors and exhibitors from NHS Trusts, primary care, ambulance trusts, mental trusts, care trusts, foundation hospitals, architects, consultants, main contractors, developers and government bodies and agencies. Healthcare Estates features over 200 leading companies, showcasing the latest technologies, equipment and services specifically designed to improve healthcare environments and the patient experience. So make Healthcare Estates a date in your diary, we look forward to seeing you there. L

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For more information contact Michelle Michelucci or Sarah Worwood on 01892 518877 or email: healthcare@stepex.com FURTHER INFORMATION www.healthcare-estates.com

Ensuring the fast delivery of hand wash units In support of infection control departments and health estates managers, a unique, fast response service – the TEAL Task Force (TTF) – has been created to help tackle medical emergencies immediately with a ‘next day’ delivery of hired, portable, hand wash units. TEAL Patents – the UK’s leading manufacturer of portable hand wash units requiring no access to mains water or drainage – launched the new service last September which is ideal when units need to be hired at short notice because of an infection outbreak. The Stop n’Wash is available through TTF and has been designed to educate and encourage the correct hand wash procedure. Including a synchronised display, the Stop n’Wash takes users through an automatic on-screen programme incorporating the seven actions as laid down by NHS guidelines. Suitable for staff, patients and visitors, TTF personnel

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delivers and installs each hired unit ensuring it is ready to use. TEAL also trains relevant staff, such as hospital estates departments, on how to use and maintain their hired units. TEAL’s safe and fast solution helps contain the spread of infection and keep hospitals open thereby protecting patients and staff. For further information please view TEAL at the Health Estates Show, stand A45. FURTHER INFORMATION Tel: 0121 770 0593 enquiries@tealwash.com www.tealwash.com

www.devonshire.co.uk public.sector@devonshire.co.uk

We are on the Crown Commercial Service’s Non-Medical Non-Clinical Framework for the NHS, and on the Digital Marketplace.

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Infection Prevention 2015

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EVENT PREVIEW

Placing infection under the microscope This year, Infection Prevention 2015, the must attend infection control event, will be held at the ACC in Liverpool from the 28-30 September 2015 Organised by the Infection Prevention Society (IPS), this is the major infection prevention conference and exhibition of the year. The conference has been awarded 14 Continuing Professional Development (CPD) points by the Royal College of Pathologists. This year there will be in excess of 600 delegates in attendance and over 100 exhibitors. The scientific programme will deliver an array of renowned speakers covering all your infection prevention needs. If you haven’t been to the Infection Prevention Society Annual Conference before, to provide a taster of this important educational event, each month a speaker presentation and slides from the 2014 conference is uploaded to the IPS website. Presentations which have been uploaded so far include the following 2014 sessions, which are currently available online for viewing: The use of clinical gloves: impact on adherence to hand hygiene and factors influencing behaviour: Jennie Wilson; Ayliffe Lecture - Infection control in the 21st century: Dr Stephanie Dancer; EM Cottrell Lecture – The times they are a changing: Dr Evonne Curran; The Benefits of Universal Gloves and Gowns (BUGG): Dr Deverick J Anderson; and C. difficile reductions: end of the line or new opportunities? delivered by Martin Kiernan. THE PROGRAMME With an exciting programme on offer, this event promises to offer delegates the latest in infection prevention research, education and expertise, with inspiring speakers and informative sessions. Confirmed speakers include: Carole Fry who will deliver the EM Cottrell lecture, Professor Ziad Memish who will deliver The Ayliffe Lecture, Professor Andreas Voss, Dr Jennifer Gardy, Dr Cliff McDonald, Professor Jan Kluytmans, Professor Peter Hawkey, Mark Gallagher, Peter Hoffman, Jason Tetro, Tim Boswell, Martin Kiernan, Group Captain Andy Green, and many more. This year’s programme features specialist sessions on estates, human factors, acute care, paediatrics, community care and dentistry. The New to Infection Prevention Stream will be held on Monday afternoon. This is a new style

HEALTH BUSINESS MAGAZINE | Volume 15.5

of workshop run by Michael Neville from BPAS and Karen Wares from Aberdeen University, for those new to the specialty, to equip them with the basics needed to be an effective infection prevention practitioner. This stream will feature sessions that will provide an overall introduction to the essentials of infection prevention and control. This includes: Dr Jon Otter, from Imperial, on ‘How to assess scientific posters: a practical guide’. This session

will take delegates through the process of deciding which posters to visit, provide tips for quickly reviewing posters, and give some ideas for making the most of this new information. An ‘Essential IPC tool kit’, is packed and delivered by Pat Cattini, the Scientific Programme Committee co-ordinator and IPC lead at the Royal Marsden. This session will give an overview of the key pieces of information needed to be an effective practitioner. ‘How clean is your house? Decontamination of devices in the environment’ will be presented by disinfection expert Tina Bradley from the Hospital Infection Research Laboratory. A DAY FOR DENTISTRY On Tuesday there is a specialist Dental stream, which is featured within the main conference programme and can be accessed as a standalone event which can be booked directly on the conference website. The Dental Day features a session from Peter Hoffman, Consultant Clinical Scientist for Public Health England, with a session entitled ‘Contamination risks and how to reduce them’. A substantial

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component of infection prevention in dentistry is preventing contamination, by containing viable infectious microbes coming in contact with susceptible sites on patients. This talk will explore what that contamination is likely to be, its sources, routes by which it can travel and effective interventions to negate transmission. It will look at both instrument and environmental decontamination and recontamination so that those working in dentistry can institute rational control measures, and help Infection Prevention Practitioners who may need to assess dental facilities to evaluate the contribution of the various elements. Other sessions include; ‘Washer disinfectors and prions, PHE study’ by Dr Jimmy Walker; ‘Staphylococcus aureus and the oral cavity: an overlooked source of cross-infection?’ and ‘Antibiotic resistance (AMR) in dentistry’ by Professor Andrew Smith; ‘Testing requirements of decontamination equipment in dentistry; what does each test mean, cost and what should you do or not do?’ by Wayne Spencer; ‘Legionella management and control in dental practices’ by Steve Mount; and ’The good the bad and the ugly – Reflections on dental practice inspections – an infection prevention perspective’ by Elaine Ross. A highlight of the annual IPS Conference is always the oral presentations and posters.

The exhibition offers the ideal opportunity to discuss your particular infection prevention and control requirements with a huge range of specialist companies Infection Prevention 2014 featured over 100 posters and 12 oral presentations which covered a huge range of subjects and provided an invaluable resource during conference. The 2015 event promises to offer a similar array of quality information. THE EXHIBITION The Exhibition at Infection Prevention 2015 will feature products and services from over 100 companies working within infection prevention and control. Some of these companies will be long term supporters of IPS, but the exhibition will also feature some new faces, new products and recent innovations. The exhibition offers the ideal opportunity to discuss your particular infection prevention and control requirements with a huge range of specialist companies. For exhibitors, it is the chance to meet a wide range of influential professionals and decision makers who will be attending the main conference event and the specialist one day events.

Infection Prevention 2015

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THE SOCIAL EVENTS The exceptional educational programme at Infection Prevention 2015 is enhanced by the social events, which allow valuable time for building up relationships with fellow infection prevention and control colleagues. A fun night will be held on Monday 28 September at PanAM Bar & Restaurant, Albert Dock, giving conference delegates and exhibitors the opportunity to socialise in an informal setting. The evening will begin with a welcome drink, a disco and, for those who enjoy singing, there will be the opportunity to indulge in this within the karaoke room. Tickets are free of charge for all conference delegates and exhibitors, but they must be ordered in advance. The IPS annual gala dinner will be held on Tuesday 29 September at The Rum Warehouse. This building retains its name and many of its industrial features from when it was used to store rum for transportation along the Mersey River. Theme this with an exact replica of the staircase from the Titanic and you have an exceptional venue to host the IPS Gala Dinner and Awards. The evening will begin with a wine reception, followed by a three course meal. The Annual IPS Awards will be hosted after dinner, acknowledging fellow professionals for their contribution to infection prevention. The evening will include entertainment from a band to allow you to dance away your stresses. Tickets can be purchased on the conference page of the IPS website and we recommend securing your ticket well in advance as this event is very popular and always sells out. DEVELOPMENT Conference provides the ideal opportunity for continual professional development for all healthcare professionals. All delegates will receive a certificate of attendance after the event which will record the sessions that they have attended. In addition, the programme has been awarded 14 Continuing Professional Development (CPD) credits for medical staff from the Royal College of Pathologists. All sessions will be mapped against the IPS competences, this information will also be on the certificates of attendance and full information will be available online. The mapped chart will help delegates decide which sessions they should attend as part of their professional development. L FURTHER INFORMATION www.ips.uk.net

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DIGITAL HEALTHCARE

ELECTRONIC FORMS - IS THE STRATEGY WORKING?

With the growing rise in on-line business and e-commerce, organisations need a simple, cost effective way to capture and track transactions through the various processes, to successful conclusions. The experts at CCube explore the advantages of electronice forms Online electronic forms solutions provide the ability to design, capture and workflow intelligent business forms which are completely compatible with any application and any industry. Best of all, the forms are very easy to setup and use - the user simply fills out drop down lists, check-boxes, radio buttons, and text fields that can be validated in real time. The form-filling process is intelligent – depending on one answer, different choices are given for the next question(s). As the users fill the forms, data is collected behind the scenes and on completion, is used to generate an actual form in a read-only format, together with the full data set which can be used to automate back-end business processes. Electronic Forms must not be seen in isolation from a planned

information strategy. An eForms Framework helps to define a business strategy – simply deploying an eForm will not deliver the business strategy. A practical and effective eForms strategy, with eForms as a key component, can be readily identified. Such a strategy must include the following key components: Requirements Analyses – data should be keyed in once; Development – use software designed to build electronic forms; Deployment - via business intranets or Internet (or both); End User Experience – end-to-end form filling with a point and click interface; Output Management – automate and drive the business process; Reporting – how are the forms are being used, and metrics on the business processes; and support - training to build good quality forms that enhance the end user experience.

The formcess ro filling pigent – is intell g on one in dependr, different answe are given choices he next for t n(s). questio

HEALTH BUSINESS MAGAZINE | Volume 15.5

Integrated electronic forms – eForms –provide end-to-end functionality from design, through submission and output management, to fulfill specific business requirements. eForms are essentially structured data entry screens used for collecting data which can be used to feed any number of front and back-end systems used in business processes, for example, HR and ERP applications, reporting tools, letter generation, etc. But these forms must not be seen as simply tools for data collection – this is just the start! The essential functionality must include the ability to use a form that interactively changes according to the needs of each individual user’s session. The user simply fills out drop down lists, and depending on one answer, different choices are given for the next questions – intelligent navigation. The user must be allowed to suspend the form filling and resume at a later time.

These electronic forms link to supporting documents of all types and the system administrators have the ability to change the way the form presents itself. Additionally, the form design must not involve programming although it is understood that more complex forms will require some IT input – users who understands the business process are ideally placed to design forms. The eForms system is independent of any back-end business system, although it can be integrated. Consequently, it can be used to collect data for any back-end system, including centralised information repository systems. Upon completion, the form is automatically saved and integrated into a back-end repository, which allows users to access and search for the form based on data populated in the form, directly from the information repository. Receipt of the completed forms may trigger back end workflow applications. eForms must be detached from any front-end application, to avoid counting eForm users as concurrent users, eliminating any licensing implications. The system must support unlimited access by internal and external users. EXPENSES PAID QUICKER WITH EFORMS A London based publishing company recognized the benefits of using electronic forms to manage company-wide employee expense claims online. Operating a paperbased expense claims system was inefficient, slow and costly as paperwork had to be couried between buildings or sent in the internal post which often resulted in delays or lost forms which would then need to be resubmitted. With a paper system, staff would receive their monthly credit card statements and have to manually enter all items and attached receipts – a laborious process for some who had 60 to 70 purchases to input per month. The business wanted to resolve these issues by introducing an online claims solution to save time and make processing quicker. The project goals were to: Improve the efficiency of the whole process; Make filling in claims quicker for staff, particularly sales people so they could focus on selling rather than a laborious process of form filling; Provide a direct feed into its accounting system to avoid manual input; and provide more accurate recording of expenditure by staff – first time - without AP staff involvement. The organisation deployed the CCube eForms solution to automate the whole process of employee expense claim management. The new system means that Accounts Payable staff are saving 10 days a month to process 250 credit card and cash expense claims – time which is being far better used to run the business. The system delivers 100 per cent correct nominal code costing, improves reporting and has improved organisational effectiveness by making a laborious clerical task quick and easy for staff so they can focus on their core job roles.

BENEFITTING FROM INTELLIGENT EFORMS Thousands of staff across hundreds of NHS Trusts use paper based forms for recording patient data. One key issue is the number of times the same data is manually recorded, for a single patient who moves from one treatment center to another. This, coupled with the delay of documents being sent back and forth via surface mail, creates an intolerable situation for all those involved in the treating patients. The requirement is quite simple: an application form that is intelligent and captures the required data once, for reuse at any point along a patient’s care pathway. Intelligent eForms present the next relevant question, based on responses to earlier questions. The system actually helps the user in the form filling process and verifies the data keyed in which is saved for reuse at any point. This data can also be used to automatically pre-fill related forms so that the same data is not re-keyed in manually. A number of eForms in the NHS Sector have been designed to make the entire process a lot more efficient, minimise data errors, and move relevant data as the patient moves through the care pathway. These electronic forms also present the results of data entry instantly to care-providers who can make rapid decisions, with significant reduction in wait times for patients. SOLVING CRIME WITH EFORMS The Metropolitan Police handles thousands of applications for communications data per year, which are the subject of serious

interaction between these ‘customers’ and the processing center - ‘business’. In addition, TIMS manages interactions between customers and their respective supervisors, ensuring that the business is aware of all aspects of an application from initiation through dissemination of results, and can provide rapid response to enquiries at all stages of the process. New and imaginative uses of eForms are in development and at various stages of user acceptance. These developments are tightly coupled with major advances in the interaction between users and computing devices, specifically hand-held, mobile devices driven by consumerism. Mobile hand-held devices such as the iPAD, Android, and Windows are leading the information revolution. eForms is one of the core technologies, particularly in the Health Sector where advances in use of eForms on mobile devices, for both structured and un‑structured data is beginning to have a real impact on how clinicians interact with information – all without paper.

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ENVISAGED BENEFITS A well thought-out eForms strategy will deliver measurable business benefits. This includes: Improved service to users by automating feedback; Reduction in data duplication and errors by controlled data collection and validation at source; Reduction in the high printing and management costs currently incurred when a revision of the form is required; Standardisation of procedures and templates, and a reduction in the use of paper generally. It also includes: Forms may be completed by staff that do

New and imaginative uses of eForms are in development and at various stages of user acceptance. These developments are tightly coupled with major advances in the interaction between users and computing devices, specifically hand-held, mobile devices driven by consumerism crime enquires. The enquiries cover a wide range of offences from robbery and burglary to kidnap and murder. Through their implementation of ‘TIMS’ - electronic document management, telecommunications, electronic forms and workflow - the Met has dramatically decreased the time needed to respond to crimes, whilst operating in a paper-free environment and ensuring compliance with the legislation. Central to TIMS is the electronic, on-line form, accessible by any one of the 30,000 police officers around the Metropolis. TIMS manages the

not need to be specialist, thereby freeing trained and experienced staff to concentrate on processing applications; Improved use and access will help promote integrity of business data and its use within business processes; and integration with back-end EDM & Workflow solutions and databases. Electronic Forms can maximise engagement with users, dramatically cut data entry and duplication costs and streamline business processes and improve efficiencies.  FURTHER INFORMATION www.ccubesolutions.com

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IFSEC REVIEW

LIFT MANAGEMENT – AN AREA FOR THE EXPERTS As a national lift and escalator service provider Stannah deal with literally thousands of facilities professionals who have the responsibility for the lifts within their buildings The Facilities Show in June introduced Stannah Lift Services to many relevant contacts and provided a chance to offer some crucial training in understanding why having a responsibility for lifts can be challenging. As lift manufacturers, installers, refurbishers and maintainers who look after more than 88,000 lift products right across the UK, Stannah knows it can help. With almost 150 years of experience, Stannah looks after all types of lifts from all manufacturers, not just Stannah lifts. Its health sector portfolio certainly reflects the whole range of equipment, from huge goods and passenger lifts to service lifts in the kitchens, the company is relied on to keep everything working 24/7. Stannah local service engineers are never far away as they work from a network of local service branches so wherever you are in the UK you are covered. Lift refurbishment is sometimes necessary, in order to keep equipment working efficiently, maintain safety and meet the requirements of current regulations. When this work is required in a hospital Stannah work closely with the premises team to ensure downtime is planned and there is always a lift in service to guarantee the easy movement of staff, patients and visitors across the site. NORTH LINCOLNSHIRE HOSPITAL TRUST Seven bed lifts in two regional hospitals have been brought bang up to date by the East Midlands branch of Stannah Lift Services. The contract was won on the strength of an excellent servicing history at both locations. All lifts have a lifetime and this long-serving septet had reached the end of reliable service. Despite previous part improvements they were beginning to let people down and undermine hospital service. The bed lifts are ranged over two sites: four bed lifts at Scunthorpe General and three at Diana, Princess of Wales. Major improvement works were vital in order to bring the lifts up to new/current regulations. As the Principle Contractor, Stannah was given complete control of all works involved in this refurbishment programme. This covered: Modernisation – of landing and lift car controls, operating buttons and indicators; the replacement of safety gear with progressive, standards-compliant, bidirectional equipment; new, fire-rated landing entrance frames and full depth architraves; energy saving features ensure the lifts meet

HEALTH BUSINESS MAGAZINE | Volume 15.5

with the latest building requirements. Civil and building works and attendances – providing site entrance protection, storage/site office establishment; managing the disposal of waste for recycling or environmental disposal as appropriate – all within the requirements of the Construction, Design and Management Regulations 2007 (CDM). All deliveries in conjunction with hospital activities – maintaining hospital routines, each lift upgrade was completed in rotation so that at least one lift, within each group of lifts, remained in service. All offstage essentials and making good – replacing the electrical power supplies, shaft and machine room lighting, plus significant decoration of all machine rooms and shafts; stripping back of all lifts to guides, retaining only steelwork sections of the slings and counterweights; replacing the remaining equipment; increasing the speed to 1.0m/sec; incorporating Duplex and Triplex controls. New lift cars - Each lift car was completely replaced with new resilient steel cabins. Finished to North Lincolnshire Hospital Trust’s specification to reflect corporate image, the lifts now have a robust but aesthetically pleasing finish, incorporating LED tube lighting to save energy. New equipment included electronics that record the activity of the lift on a day-to-day basis. Planned maintenance is in place as the

lifts handle a substantial amount of traffic, but overall there has been a huge reduction in service call-outs and a significant increase in reliability, giving the hospital better circulation of human traffic at a reduced operational cost. FIVE YEAR SERVICE CONTRACT On the strength of this project, and a preceding temporary service contract, the East Midlands branch was awarded a five year service contract. This 24 hour, 365 days a year after-care package will monitor the condition of all lift stock in the hospital buildings, optimising performance and reducing running costs. Andrew Potter, Midlands East Branch Manager, comments: “Refurbishing hospital lifts us always particularly challenging. Working in a clean and 24/7 environment takes meticulous planning, ensuring at least one lift gives uninterrupted, essential service whilst work on the other lifts is actioned. The project was long but reqarding work, resulting in lifts that display improved performance, smoother movement, excellent levelling and reduced energy consumption. In short, lifts that enhance the hospitals and say ‘welcome’ to visitors, patients and staff alike.” L FURTHER INFORMATION www.stannahlifts.co.uk liftservices@stannah.co.uk

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IFSEC International

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Celebrating innovation and inspiration at IFSEC 2015 Following an increase in visitors and the popular co-located events, IFSEC International 2015 enjoyed another hugely successful year for Europe’s largest security event Running from 16-18 June at London’s ExCeL, IFSEC International welcomed 23,079 visitors through its doors, witnessing an increase in attendance by two per cent from 2014, driven by UK attendees. IFSEC International benefitted from the co-located events within the Protection & Management Series, attracting an additional 4,536 visitors from across the venue. This highlights the power of these show’s being located alongside each other, demonstrating that it is the go-to place for sourcing the latest products and innovations, as well as discovering expertise across security, fire, facilities, and safety. The show continued to attract the senior decision makers from across the industry with a 14 per cent increase in end-users and a 42 per cent increase in directors and company holders, demonstrating the quality of visitors remains at an all time high. Video Surveillance, Access Control and Integrated Security remain significant areas of interest, while the ever increasing topic of Safe Cities, which was reflected by the education available on the show floor, and IT & Cyber Security received more attention than ever before.

IFSEC International once again exceeded all expectations for 2015. The atmosphere on the show floor was fantastic with plenty of innovation and industry expertise on display across the three days EXCEEDING EXPECTATIONS As the industry becomes increasingly globalised, IFSEC International remains a truly global event as represented by 33 per cent of the total attendees from 112 countries, along with exhibitors coming from 45 countries. For the second year, the UKTI Events Alliance worked with the British Security Industry Association (BSIA) to bring inward missions of commercial officers and relevant buyers from target countries to meet with UK based organisations at IFSEC International. Gerry Dunphy, event director for IFSEC & FIREX International, said: “IFSEC International once again exceeded all expectations for 2015. The atmosphere on the show floor

was fantastic with plenty of innovation and industry expertise on display across the three days. We have had a great response from both our visitors and exhibitors and we look forward to returning to London in 2016 to continue to be the industry leading event, showcasing the latest security technologies from across the globe.” Exhibitors to the show were equally enthusiastic about IFSEC International. TDSi, one of the UK’s leading suppliers of integrated access control systems, reported a 25 per cent year-on-year rise in export market visitors to its stand this year. John Davies, managing director of TDSi, said: “IFSEC International is a great barometer of E

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EVENT REVIEW  the state of the security industry and it was obvious that the market has become truly globalised, with a sizeable increase in visitors travelling from other regions to see the latest and best the security industry has to offer.” Mark Tibbenham, managing director at GJD, added: “IFSEC 2015 has been a great success. We launched an unprecedented number of product innovations and in turn we received a high number of quality leads.” SAFE CITIES Safe Cities focuses on the protection of larger urban areas, critical national infrastructure and business continuity. Safe Cities provided visitors with high level thought leadership sessions to provide more insight into this fast growing concept. Safe Cities utilises a multi-agency approach, led by the government to protect the population, the infrastructure and a city’s economy against the threat of terrorism, criminal activity and natural disasters. With a focus on four key areas – the city’s infrastructure, cyber security, counter terrorism, and public order – the Safe Cities conference and exhibition provided delegates with the chance to learn from education, solution and technology providers for global governments, public sector officials and companies, on how to secure their cities from threats and attack. Discovering how to protect vital international cities and hubs from attack, with a key focus on business continuity and resilience, this area showcased the companies and industry pioneers who have the expertise, experience

and knowledge to guide governments and industry to plan for the protection of their cities. INSPIRATIONAL SPEAKER SERIES An additional highlight at IFSEC International this year included the launch of the Inspirational Speaker Series which attracted large crowds from across the security, safety, fire, facilities management and service management industries to the 400 capacity theatre each day. Kicking off with Baroness Karren Brady on the first day, followed by Sir Ranulph Fiennes on the second day and finishing with Sir Chris Hoy on the final day, each speaker took to the stage to share anecdotes from their own illustrious careers and offer some invaluable advice on leadership and achieving success in any field. Another new launch for IFSEC International in 2015 was the Benchmark Innovation Arena which welcomed over 40 finalists for the annual industry awards, a series of 10 minute pitches and short Q&A sessions were hosted by leading companies including Bosch Security, Vidicore, UTC Fire & Security and Secure Logiq, to name a few. This exciting new format provided visitors to IFSEC International with a detailed look at these new products that are delivering a real benefit to end users, integrators and installers. THE VISITOR EXPERIENCE Visitors were equally enthusiastic about IFSEC International this year. Peter Woollord, a senior IT engineer from Norland Managed

Services, said: “I have enjoyed the event very much. I found that the completely right exhibitors were there and it opened my eyes to everything out there. The event is a great place to network and there was a very good crowd there. It was the first time I attended and I would definitely return.” Peter Allsopp, security consultant for astile Kilo Management, also stated: “I enjoyed the event and attended for buying and networking reasons. I did a lot of networking with companies from China as its easier to speak with them face to face and a lot cheaper. I definitely think the event is a must attend and will recommend to colleagues – I am extremely happy with the event and happy to have attended.”

IFSEC International

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ABOUT IFSEC INTERNATIONAL IFSEC International is the leading event that caters for the entire security buying chain. Attracting manufacturers, distributors, consultants, specifiers, installers, integrators and end users, IFSEC International is the only event to bring the whole community together under one roof. Providing education, networking, and the latest products, next years IFSEC International takes place from 21-23 June 2016 at ExCeL London. IFSEC International is part of the Protection & Management Series which is made up of FIREX International, Facilities Show, Safety & Health Expo and Service Management Expo. L

FURTHER INFORMATION IFSEC al tion Interna ading is the le t caters ha event t tire security en for the chain as well buying inging the as br mmunity o whole c ether tog

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IT PROCUREMENT

Getting IT right: technology and the NHS

When I walk through the doors of a supermarket, I usually have a very good idea of what I want to buy. When NHS trusts are looking to procure an IT system however, they will often only have a basic knowledge of their specific requirements. One example of this is when clinical and IT teams do not have a common understanding around what is needed from the technology. This can cause difficulties, as IT suppliers may misinterpret goals or encourage implementation of IT software and products that do not fulfil, or fit with, a trust’s needs.

By with seeing eyes n our ow chnology e te how th for one trust, workedld understand we cou e technology what thld deliver cou for us

Precious taxpayer money can be wasted and everyone loses out, including the clinical staff, managers, IT suppliers and, most importantly, the patients. Some of the most rewarding IT projects I have been involved in my role at Leicester’s Hospitals were around improving our clinical and medical handovers. We recognised that digitising our core nursing documentation and providing up-to-date, accurate patient information to healthcare

Written by Julia Ball, University Hospitals of Leicester NHS Trust

Julia Ball, assistant director of nursing at University Hospitals of Leicester NHS Trust reflects on some anxieties around implementing IT systems for busy hospital staff but insists there are ways to overcome them

Information Technology

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staff could reduce transfer times, delayed discharges and risk for potential patient harm.

INTUITIVE SOFTWARE When we asked staff what could make their working lives easier, technology was right at the top of their list. Nurses said they wanted less paperwork and IT systems that reduced repetitive data entry and supported their day-to-day schedule. They pointed out that it was E

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INFORMATION TECHNOLOGY

BRINGING THE MOBILE REVOLUTION TO NURSING CARE

In nursing, mobile technology is becoming increasingly more important. Wireless communication is one such technology advancing care, and Ascom ensures you use it effectively The nurse holds a very important role in our healthcare system – at the heart of the patient care, handling the needs of medical professionals, families and of course the patient themselves. It is clear, as the demand for care increases, we need to find smarter ways of working and to make life a little easier for our nurses too. Interestingly, recent Ascom research shows that only 23 per cent of a nurse’s time is actually spent interacting with patients. The remainder is providing and chasing information, admin, transportation and calling other colleagues. Just think of the effect on patient care, staffing levels and moral if we could free more time by delivering relevant information to their fingertips and by helping to automate key processes. The really great news is that there is technology that can help today; from simply keeping in contact with colleagues wherever they are in the hospital to delivering important alerts and information on the go. However just like a Chef needs professional tools to ensure speed, quality and consistency of the menus they create, nurses also need the right solution to cater for complex and constantly changing clinical needs. Ascom provides dependable onsite solutions for the healthcare environment with its Patient systems and variety of robust handsets. Wireless handsets are designed to be the nurse’s companion matching their needs with close attention to size, weight, and ability to sanitise. RIGHT RESPONSE AT THE RIGHT TIME One of the most reported benefits of a wireless communications solution is that it helps colleagues to stay in touch wherever they are, as no one is tied to a desk. This saves valuable time - for example chasing results on the go, communicating directly to the bed or instantaneously finding colleagues throughout the hospital. Less intrusive two-way messaging, very much like texting, also helps staff stay in-touch while in meetings or when dealing with a patient. Ascom also found that one major issue in the nurses’ working environment was Alarm Fatigue. Alarm Fatigue is the result of the high amount of alarms that nurses are

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Ascom devices are specifically designed to withstand the physical and hygiene demands of the hospital environment exposed to. We all know that not all alarms are the same and need different measures depending upon their priority. Sometimes we just need help to see the wood from the trees. In fact research shows that 85 per cent of alarms do not actually require immediate clinical intervention. Ascom helps here by ensuring that the correct alarm is sent out directly to the relevant nurse (or nurse group) with a confirmed delivery. Alarms can be prioritised, filtered and even escalated then delivered directly to the right wireless handset with seconds. This ensures a consistent and effective response. IMPROVING STAFF SAFETY Feeling Safe at work is always on the mind of senior clinicians especially with a rise of 8.3 per cent of reported assaults on staff in 2014. Each personal handset can be armed with a panic button to automatically call for assistance. Any Alert is then delivered, with exact location information, to security staff within seconds. This helps reduce risk of assault and provides the nurse with increased peace of mind. Making life easier for the charge nurse With the integration to existing clinical systems time-sensitive information such as alarms from medical devices, monitors and even blood fridges can be directly sent to the nurse’s mobile device too. The solution has a built-in patient assignment module so the charge nurse can easily allocate patients to one, or

several nurses and set an auto-escalation chain of two or three steps for responding to the patients’ alarms. This means that important alarms always get answered even if the primary responder can’t attend for any reason – crucial for patient care. AVAILABLE WHENEVER NEEDED The Key to a successful implementation is technology that works today and continues to operate. Ascom devices are specifically designed to withstand the physical and hygiene demands of the hospital environment and have a much longer operating life than a typical smartphone or tablet. They are less likely to be broken or stolen and are built to operate 24 hours a day including being passed from shift to shift. Also as part of a complete onsite solution, and using the hospital’s own network and business continuity infrastructure, the nurse can always be in contact with colleagues, no matter what may have happened outside the hospital. For example a mobile network or power failure. Wireless communication is truly a flexible solution to match the ever changing needs of nursing in striving to continuously improve patient care. It helps with some of the key challenges that are presented at every shift and indeed can help life to be a little easier. Isn’t it time to make a change? L FURTHER INFORMATION Tel: +44 1215 028 971 wwww.ascom.co.uk

IT PROCUREMENT From our perspective, it was crucial that we knew what we wanted to achieve from each project. There were things we learnt along the way which meant being flexible in our approach and strategy.

 taking too much time to log on to different systems to complete tasks like discharges and transfer letters, which was a real source of frustration on the wards. To overcome these challenges we needed intuitive software that shared data between different information systems and was bespoke to our specific requirements rather than a ‘one size fits all’ product. Another key consideration was the ability to use mobile devices. Our nurses and doctors were taken back by the practicality of mobile technology: less inconvenience of logging onto main PC-based systems, and the ability to meet Sir Bruce Keogh’s new clinical standards around seven-day working. When you are responsible for a major IT project and entering new territory, it comes with some sleepless nights. You continuously ask yourself: will the IT infrastructure support the software? Will staff find the mobile devices convenient and accessible? Are there security risks we have failed to cover? The excitement at recognising that we could change our processes to improve patient outcomes is coupled with extreme anxiety about letting the clinical teams down – it can be your biggest fear. PARTNERSHIP APPROACH It is therefore very reassuring when you have an IT supplier who can speak the specialised ‘clinical language’ of the NHS – it instils confidence and credibility that they

can deliver. For the clinical and medical handover projects we opted to work with a mobile technology software supplier called Nervecentre who has an in-house team, including qualified nurses, with vast NHS experience. They understood and grasped our

Informaation Technology

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IMPLEMENTATION Clinical engagement is imperative when implementing a major change to working practice. We achieved this by selecting five ‘pioneering wards’, to work closely with our project team to provide suggestions and feedback in how best to use the software for their needs. You can never underestimate how good it makes people feel to be involved in projects that are going to make a fundamental difference to providing care. By acting upon their feedback and demonstrating our commitment to them, we have an incredibly powerful message – we have listened and have acted. That simple change in culture to focus on better support for our staff, has helped us boost morale and as a result has had a positive impact on patient outcomes. By focusing on getting the implementation right within the pioneering wards, we anticipated the roll out across other areas of the hospital would be very rapid. Staff from these wards act as ‘champions’ for the new system. Nursing and medical teams on some wards are ‘buddying up’ with our champions to draw on their knowledge and experience of deploying a new system whilst they themselves go through the implementation. This is a very powerful way of working which has produced strong advocacy for the new system. We have also been proactive in our formal internal communications activities and together the results have

You can never underestimate how good it makes people feel to be involved in projects that are going to make a fundamental difference to providing care trust’s goals, and were aware of the many pressures our busy hospital regularly faces. We looked for a partnership approach with our supplier for technology deployments. The wealth of NHS experience available to us was invaluable, particularly when we were introduced to other trusts and managers who have learnt from past challenges and have come through the other side. We were actively encouraged to visit another trust which had deployed the same technology, ask questions and see how we could take the software forward for our trust. Everybody always thinks that every trust is different, but there are some great similarities. Plus, by seeing with our own eyes how the technology worked for one trust, we could understand and create a picture of what the technology could deliver for us.

been staggering – the number of system users is continually increasing in frequency and I have found consultants and nurses knocking on my door asking when they are going to get the software. There are lessons to be learnt from any IT implementation, however, healthcare and IT are two very complex areas, and thus, shopping for the right software and hardware can be riddled with obstacles and a great deal of uncertainty. Implementing the right IT system that meets a healthcare organisation’s goals will only be truly realised if it is fully aware of its stakeholders’ needs and its specific requirements and by partnering with the right technology supplier. L FURTHER INFORMATION www.leicestershospitals.nhs.uk

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DIGITAL CARE FUND

Mobile technology for data-empowered staff

Information Technology

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Mobile initiatives can deliver higher quality care at lower costs for the NHS, which encourages quicker and more engaged relationships with patients. Health Business explores the latest news from the Integrated Digital Care Fund and Nursing Technology Fund Following the continuous increase in the use of mobile technology – smartphones, tablets and apps – the importance of mobile technology has never been more important. Speaking at the e-Health Week in March, Secretary of State for Health Jeremy Hunt reinstated that government spend on technology funding has not been cut, more that it would be victim to a ‘staged rollout’. Claims had been made that only £43 million of the initial £240 million originally promised in the technology fund would be allocated to the successful applicants. When the fund was first announced, NHS England said that the £240m would be split over three years, with two‑thirds of the money (£160m) being available in 2014/15 and the final third (£80m)

being available in 2015/16. Now the split will be of £20m and £23m respectively. However, Hunt insisted that IT and technology remained vital components of the NHS. This is clear in practice, as doctors and practitioners are now being equipped with the technologies that enable them to access instant services and the important information required to deliver immediate care, no matter where they are. This is particularly evident for community health where practitioners work within patients homes rather than hospitals. This level

of immediate care has a knock‑on effect on the overall level of care that the NHS can offer. Being able to use the right equipment in the right way enables quick care and better decision making. Additionally, using a mobile app to capture information once and then make it consistently available can vastly improve their experience of healthcare. The key is ensuring that all staff are trained thoroughly, not necessarily quickly. In recent weeks, BT spent a day at Humber NHS Foundation Trust to demonstrate how the day E

Using e a mobil ture ap app to c ation inform ake it dm once antly available n consisterove patient’s can imp erience of exp are healthc

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INFORMATION TECHNOLOGY

ADVANCING MOBILITY WITHIN THE NHS The role of mobile technology in healthcare is increasing its pace. Steven Armstrong, vice president, EMEA at Spok, analyses how hospitals and NHS Trusts can keep apace with the technology charge It’s no secret smartphones can be found in the pocket of nearly every doctor across the National Health Service. Many depend on these mobile devices for their day-today hospital activities due to all the clinical applications available at their fingertips. According to an Annals of Medicine and Surgery study among United Kingdombased surgical doctors, more than 79 percent are willing to use their personal smartphones for clinical purposes. That said, there are risks. Those risks include compliance and governance as well as the usual mobile device management issues. However, the bigger question is how these devices integrate into the critical communications network to improve efficiency and deliver more effective workflows. Turning a mobile device into a functional healthcare tool must be viewed as more than just the device. Hospitals need to look at how clinical alerts can be quickly sent to any mobile device(s) as well as how to provide a critical communications platform for collaboration. Even with all the capabilities smartphones offer, their top use is for collaboration with others, whether it’s a phone call, text message, video call, or email. You can guarantee hospital staff are using their personal devices to communicate about patient care with other doctors and nurses on a regular basis. Though this may be a common practice, it’s not a safe one; voice calls and videos can be overheard by other patients and staff, and standard text (SMS) and email messages are not transmitted securely. Governance can mitigate some risks, but hospitals should look to provide an intuitive platform that is secure, has integration into multiple clinical systems, and importantly, provides an accountability system should investigations need to be carried out. UNSECURE COMMUNICATIONS It’s clear we can’t ask doctors to stop communicating with one another via mobile devices altogether, because this would negatively impact patient care. We can, however, educate them on the potential risks of unsecure communications and provide them with technology to help develop and support a secure mobile strategy across the organisation. Fortunately, encrypted smartphone messaging applications exist to provide the security and information management lacking

HEALTH BUSINESS MAGAZINE | Volume 15.5

in standard mobile device communications. For example, Spok’s secure smartphone messaging solution, Spok Mobile®, has allowed hundreds of hospitals around the world to share encrypted texts, videos, and images with colleagues in their hospital directory. By integrating Spok Mobile into the clinical alerting workflow, all staff become more efficient. Smart mobile devices provide a richer form of communications than traditional paging, especially when looking back after an incident to assess the responsiveness of the organisation. On many occasions patient care has been impacted by mis-heard/inaccurate voice paging with no way of understanding where the communication errors occurred. NURSING STAFF While the demand for using personal smartphones in a hospital setting is primarily coming from doctors, that doesn’t mean they’re the only ones who can benefit from this technology. With the first two rounds of the Nursing Technology Fund, we’ve seen a number of NHS trusts receive increased funding to purchase smartphones and tablets for nursing staff.

Many hospitals are using a shared device approach with nursing staff because it’s easier to manage security, and there are also differences in the communication needs of a doctor versus a nurse. Mainly, nurses only need to communicate during their shifts, while doctors often need to be reachable when oncall or away from the hospital. It’s exciting to watch this mobile healthcare space unfold before our eyes. It’s also evident that demand for mobile environments will grow in the future. But it can seem like a daunting task for many hospitals. The best thing NHS organisations can do is learn from others who have travelled this road before to understand the clinical workflows their mobile environment needs to support. In the end, the investments will be worth it. Doctors will be happier and more efficient knowing exactly how they can use that smartphone in their pocket. Ultimately, easier access to information, secure communications, and faster collaboration among hospital staff mean better patient care. L FURTHER INFORMATION www.spok.com

It’s exciting to watch this mobile healthcare space unfold before our eyes

DIGITAL CARE FUND  would operate before and after the use of mobile working. Healthcare staff were given access to real-time patient information while on the move without needing to return to the office to access records. Beverley Bryant, Director of Strategic Systems and Technology at NHS England, said: “We are committed to a digital strategy to help transform health services through technology and put patients in control of their care and welcome the latest investment in the Integrated Digital Care fund which will help to digitise and integrate patient information across health and social care, enabling safer, more joined up services.” One of the concerns that mobile technology proposes is the disintegration of one to one contact between practitioner and patient. However, despite initial unease, mobile technology can be proven to provide productivity gains and improve workflow – thus promoting interaction. But how is digital technology funding being accessed and encouraged?

47 organisations have been awarded funding totalling over £44 million. In the second round, integrated digital records remained a priority but with an emphasis on supporting information flows across organisational boundaries. Consequently, the eligibility criteria was widened to include local authorities.

THE LATEST ROUND It was revealed in March Marie er c n how health and social care a C e Curi e been providers across the v country will have access Care ha £1million to £78 million this year d to invest in technology awarde Connected s t and help them move i o r t fo ject o r p from paper‑based g n i Nurs le mobile clinical records to integrated digital enab o digital t care records. If the cuts s s acce records that Hunt dismissed turn care out to be false then NHS Trusts

THE INTEGRATED DIGITAL CARE FUND Jeremy Hunt and NHS England Medical Director Professor Sir Bruce Keogh launched the Safer Hospitals, Safer Wards Technology Fund in May 2013 to support NHS providers in moving from paper-based systems for patient notes and prescriptions to integrated electronic care records along with the development of e-prescribing and e-referral systems. To reflect the key priority of enabling information flow across care settings, the fund has now been renamed the Integrated Digital Care fund. NHS England is responsible for the delivery, administration and governance of the fund to facilitate the widespread adoption of modern, safe standards of electronic record-keeping. Digital systems have the potential to benefit patients and clinicians by enabling safer, more joined up care through the sharing of comprehensive clinical information. This can lead to reduced prescription errors, improve clinical decision-making and support patients to interact with their own health record. The Safer Hospitals, Safer Wards Technology Fund was open to NHS Trusts to support the rapid progression from paper-based clinical record-keeping to integrated digital care records (IDCRs). The initial wave approved 213 projects from digital clinical records to electronic prescribing and medicines management totalling over £195m. Applications for the Integrated Digital Care Fund closed on 14 July 2014. In total, 226 applications were received and

and local authorities will use £43 million of Integrated Digital Care funding to put in place electronic information systems which make sharing information between care settings easier and ensure that patients only tell their story once. Approval has also been granted for the second tranche of the Nursing Technology Fund which makes £35 million available to Trusts, health charities and community health providers to spend on digital services that will support nurses, midwives and healthcare assistants in their work and help them release time to care. Adrian Byrne, Director of Information Management and Technology at University Hospital Southampton NHS Foundation Trust

to allow nurses, midwives and care staff to capture vital signs and Early Warning Scores at the bedside in real-time; Devon Partnership NHS Trust – awarded £204,000 for their Video Consultations for Nursing Staff project to equip patients and develop proper therapeutic environments for remote consultations in a community mental health care setting. Speaking of the Nursing Technology Fund Jane Cummings, Chief Nursing Officer for England, added: “The Nursing Technology Fund has supported nurses, midwives and care staff to carry out valuable and innovative work, and will continue to empower staff to deliver safer, more effective and more efficient care.”

Information Technology

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

UNIVERSITY HOSPITAL SOUTHAMPTON University Hospital Southampton has, over many years, developed the concept of a digital care record that is now used by all staff. It has become a core part of their everyday routine and usage is standardised across the organisation – there are no separate disconnected ward-level systems. Integration within South West Hampshire means that shared case notes are used across the whole locality. This gives clinicians access to a complete view of patients’ information as and when they need it, helping to reduce unnecessary delays and improve decision‑making. They also have single click‑through context sensitive access to the wider Hampshire Health Record. CO-ORDINATE MY CARE The ‘Co-ordinate My Care’ scheme lets terminally ill patients in London define

The Nursing Technology Fund has supported nurses, midwives and care staff to carry out valuable and innovative work, and will continue to empower staff to deliver safer, more effective and more efficient care and successful applicant of the Integrated Digital Care Fund said: “We’re delighted to be the recipient of an award that will allow us to advance paperless working by implementing an electronic document management system. It will also greatly assist us in cutting down costs by moving out of an existing shared library facility currently holding around one million patient records.” Awards have gone to a range of organisations including Marie Curie Cancer Care – awarded £1million for their Connected Nursing project to enable mobile access to digital care records, digital capture of clinical data at point-of-care; Milton Keynes Hospital NHS Foundation Trust – awarded £646,000 for their Paperless Nurse Observations project

how and where their care is delivered. A single digital care record integrated across health and social care gives GPs, ambulance service, NHS 111, the local authority and social services access to these wishes as and when they need them. It has led to a sharp increase in the number of people ending their life in a place of their choosing, boosted patient satisfaction and reduced costs. Plans are underway to extend the scheme to other parts of the country and long‑term conditions such as diabetes and mental illness. L FURTHER INFORMATION www.england.nhs.uk

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INFORMATION GOVERNANCE

The information we handle

As an information security professional within the NHS, the first thing I had noticed when I started the job of head of information governance, was that information governance within the NHS always seemed to be perceived as an obstacle. My fellow passenger certainly seemed to consider it so, but why? Information governance as a concept was introduced into the NHS by the Department of Health in 2003. Its basis was a statutory administrative return based around a performance assessment tool with supporting guidance and training. So what, in the NHS, is information governance? The Health and Social Care Information Centre (HSCIC) supplies this definition:“Information governance ensures

Written by David Wallis, head of information governance, Wrightington Hospital

Why is information governnance often seen as an obstacle – and can perceptions be changed? David Willis, head of information governance at Wrightington Hospital shares his thoughts

Information Technology

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

tion Informaavity, r is like g und you, information should be aro on a strict need-toit is all s everything t c know basis; everyone e f f it a nd is a with access to patient o d u yo n e identifiable information h w should be aware of noticeditive their responsibilities; sens n is o i understand and t a m r info comply with the law. d release And the three principles

necessary safeguards for, and appropriate use of, patient and personal information.” Information governance includes all aspects of information legislation, information statutes and principles, records management, IT security and information security. The six original Caldicott Principles instruct; don’t use patient identifiable information unless it is necessary; use the minimum necessary patient-identifiable information; access to patient identifiable

of information security are confidentiality, integrity and availability.

KEEPING IT SIMPLE The scale of information governance is a lot to handle for an information security E

Volume 15.5 | HEALTH BUSINESS MAGAZINE

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INFORMATION TECHNOLOGY

THE FUTURE OF HEALTHCARE IS MOBILE With mobile applications and cloud services growing in parallel to mobile device use, there has been a meteoric rise in bandwidth demand, which Henry Batten, Healthcare Manager UK & Ireland at Fortinet Meru, believes will continue to grow

We are no longer prepared to accept secondrate Wi-Fi, fully expecting it to perform quickly, efficiently and reliably. This had led to an unprecedented demand for wireless that provides sufficient bandwidth anytime, anyplace, anywhere. But if the environment you are working in is a life-saving one, fast, efficient Wi-Fi is not just a nice to have, but absolutely critical? It is no surprise then that the market for Wi-Fi in healthcare services is set to grow to $1.34 billion (£865 million) by 2016, according to ABI Research. The benefits of reliable wireless are no longer just about the patient either – and not just about telemedicine, the killer app a few years ago. Clinicians are benefitting from faster and easier access to information, from electronic medical record systems to real-time access to scans and X-rays, while focusing on providing the very best quality of patient care. We’re also seeing a huge rise in the number of Wi-Fi enabled medical devices like wireless EKGs, infusion pumps and blood pressure cuffs. Hospitals have made significant investments in technology over recent years to help drive improvements in patient safety, clinician productivity and patient satisfaction. However, the promise of improvements from these technologies cannot be realised without a robust Wi-Fi infrastructure. Hospital Wi-Fi ecosystems consist of life-critical, mission-critical and consumercritical applications – each of them having different requirements from wireless.

providing reliable, pervasive Wi-Fi coverage for mission-critical applications and enabling physicians to use the mobility platform of their choice (BYOD) in the hospital, clinic or home. Finally, it means improved patient satisfaction by allowing patients to stay connected with family and friends. Wi-Fi is quickly changing the way healthcare is delivered – the possibilities are endless. But robust, reliable Wi-Fi is absolutely critical as the backbone for this technology transformation. Many healthcare providers are already enjoying the benefits and the vision of a fully mobile healthcare environment is not that far away.

RELIABLE WI-FI Wi-Fi is a shared medium and in most networks, the applications will compete for the same resources and interfere with each other. Legacy Wi-Fi networks have other limitations as well, especially in highly mobile environments that make it challenging to deliver high reliability in hospitals. With the specific needs of hospitals and healthcare in mind, we developed our Uninterrupted Care Network (UCN) to enable hospitals to create separate, dedicated channels for life-critical, mission-critical and consumer-critical applications, utilising unique RF Channel Layering technology. This can help improve patient safety and quality of care by isolating life-critical applications from other wireless traffic. It can also increase clinician efficiency by

GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST The Gloucestershire Hospitals NHS Foundation Trust, formed in 2002 with the merger of Gloucestershire Royal and East Gloucestershire NHS Trusts, is one of the largest hospital trusts in the country providing high quality acute elective and specialist care for more than 612,000 people. The Trust is one of our premier healthcare customers using our Wi-Fi technology to support its new clinical SmartCare project and patient services. The 802.11ac wireless network now covers three primary areas of the Trust, including the Cheltenham General and Gloucestershire Royal Hospitals, with plans to roll it out across all sites in the future. The network provides fast, seamless, robust wireless for staff accessing the

HEALTH BUSINESS MAGAZINE | Volume 15.5

Trust’s new Electronic Patient Record (EPR) system, part of the SmartCare project. Using SmartCare, the Trust is moving away from paper notes towards a fully digital patient information system to help provide safer, more efficient and effective care for patients. From the outset we highlighted our technological advantages, including our unique channel layering technology, which can be critical within a healthcare environment like this. When fully deployed, it will allow Gloucestershire Hospitals NHS Foundation Trust to run different services on different wireless channels, allowing clinical services to be run separately from other highly used patient services, and ensuring that the security and integrity of confidential patient data is maintained. Working with the Trust, it was very clear from the start what their vision was for SmartCare, as well as for the provision of patient services in the wards and open areas. We worked with partner European Electronique (EE) to replace the existing Aruba wireless system and roll out the new network, including AP832 access points, Meru Connect for secure on-boarding of guests and visitors and Meru Network Manager (formerly E(z)RF) to provide centralised monitoring, visibility and control of the entire network. L FURTHER INFORMATION www.euroele.com www.merunetworks.com

INFORMATION GOVERNANCE  professional never mind a busy doctor, nurse, domestic or carer. Can this all be simplified and made into one clear message that is relevant to NHS staff? For the last 18 months I have been asking two simple questions to groups of clinicians, administrators, ancillary staff, mangers and NHS senior staff. Firstly, what is information governance? Staff generally answer this question as: “It is about keeping information secure, not losing or revealing it inappropriately.” This response shows that 11 years of information governance training and communication has raised awareness about confidentiality. And secondly, what is information? Now this question had a much more interesting response. A large number of blank faces, occasionally ‘It’s your clinical record’, and on just two occasions, ‘it’s everything’which is not wrong. Information is like gravity, it is all around you, it affects absolutely everything you do and it is only really noticed when sensitive information is released inappropriately, when critical information is inaccurate, leading to serious incident or when relevant information is not available when required. If individuals don’t know what information is, how can information professionals be confident that we are governing it appropriately? At this point do we, as information professionals, care? After all people seem to understand confidentiality. CARE IS A GOOD WORD As a noun it is the fundamental basis of the patient based work carried out by the NHS, and it is fundamental to the appropriate governance of information. If you return to the three information security principles, information governance seems to have successfully covered confidentiality. However the principles of integrity and availability have thus far not been commented on. Within my organisation, integrity is handled through a dedicated data quality work stream, with regular information governance involvement as a stakeholder. Our data quality work stream has been running for over twenty years, and it significantly predates the IG toolkit. However, what about availability? Where an individual service requires information that is not passed to them, they simply collect it again by asking the patient, or phoning the GP, or the care home. This does produce data duplication but it does facilitate patient care in spite of the administrative overhead. But when care moves out of individual organisations, we have all witnessed incidents where appropriate information is not supplied. This

By making care the driving terminology, can we better engage with those people who do not recognise information for what it is and who may not perceive information governance in a positive light? failure to share information with appropriately authorised individuals has led to very serious adverse patient incidents. So why don’t we share information? I have asked the question, and received a selection of answers: the information is in a paper-based system and we do not have the resources to duplicate it; we do not have the technical ability to share electronic information or the resources to implement new technology; it is not cost effective to implement an electronic solution; information governance says that we can’t. The final answer also answers our starting question – ‘information governance says that we can’t’ – it does not matter if this answer has been provided by a professional or has been assumed by a member of staff in the name of ‘confidentiality’. Information governance has effectively become an obstacle, potentially a toxic brand. So can one turn the governance agenda from security and confidentiality to a basis of information being shared appropriately? Do we have the vision to facilitate the delivery of better, more economically sound patient care whilst ensuring appropriate, efficient, information controls? The Wrightington, Wigan and Leigh Information Governance Service made a start at the recent ‘Think Information Day’ held at the Trust’s Education Centre in Wigan. The term ‘information governance’ was mentioned only twice. People were encouraged to think where the organisation is with regards to its current information, how things will change with the introduction of electronic information systems in the future and how this impacts on patient care across a wider health economy where the Trust must share patient information with partner organisations. Staff were encouraged to think about how they use information, and how the information they handle effects the operation of the organisation and the care of their patients. We were proud to announce a Wigan Borough information-sharing programme under the ‘Share to Care’ branding, which will start with appropriate legal protection and build information sharing on what will be a secure digital platform.

Health e and carions t a organis re about ca need totion as much informae do about as w ients pat

Information Technology

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THE INFORMATION YOU HANDLE Sharing information to facilitate care is vital for the future of the NHS as a whole. So, if information governance is to be effective going forwards, should we consider moving away from pressing the message of security and confidentiality? Instead should we encourage people to consider the information they handle, the impact the information has on the organisation and our ability to revolutionise patient care by providing the right information to the right person at the right time? By making care the driving terminology, can we better engage with those people who do not recognise information for what it is and who may not perceive information governance in a positive light? We could start by updating the information governance definition: information governance ensures the appropriate use and sharing of clinical and personal identifiable information with appropriate safeguards. We could rearrange the three information security principles; availability, integrity and confidentiality. In doing this, information governance becomes a facilitator rather than a restrictor. We do not have to, in any way, abandon our principles of confidentiality and integrity, instead we prioritise principles, assess the requirements and offer solutions that will ensure appropriate, auditable, information sharing. Finally, we could re-publicise the recent 7th Caldicott Principle; that the duty to share information can be as important as the duty to protect patient confidentiality. Now we can start two new staff questions? As a member of staff, do you have easy access to appropriate, accurate information to allow you to perform your job? When you have finished your job and the on‑going tasks have become the responsibility of the next service or person in the chain of care, do they have the information they need to carry out their job? Health and care organisations need to care about information as much as we do about patients. Through a slight alteration to definitions and a simple re-prioritisation of principles we can build a governance structure that will be able to provide confidence to everybody about the state of health information for the foreseeable future? L FURTHER INFORMATION www.wwl.nhs.uk/hospitals/wrightington

Volume 15.5 | HEALTH BUSINESS MAGAZINE

IP Expo Europe

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

EVENT PREVIEW

Will government adapt to the tech transformation?

IP EXPO Europe, at London’s ExCeL 7-8 October, is Europe’s leading information technology event for professionals looking to find out how the latest IT innovations can drive their business forward

May 2015 saw the rise of a new Conservative government, something that, regardless of the majority party, will always be met by both trepidation and excitement by the general public. This time around, the technology sector was one of the first to voice its concerns for the future of the UK’s IT industry under a new rule. With so many forward moves being made within the UK’s IT industry, there is much still to do to ensure that businesses are able to keep up with the constant changes in IT requirements, be it a talent issue or a move to flexible working. In the past, the government has shown a commitment to addressing these new issues, with greater investment in Science, Technology, Engineering and Maths (STEM) subjects, supporting the implementation of grass-roots technology campaigns such as the BBC’s Make it Digital to help encourage students into technology careers, and pledging to invest more heavily in the development of technology initiatives that will change our lives for the better. Whilst not all of these issues were addressed and there is much still to be done, the coalition government went some way to highlighting

HEALTH BUSINESS MAGAZINE | Volume 15.5

ed Continu ent m commit-Cloud to the Gork has framewignificant s live up to expectations shown gs across n i with other policies? v h a c s , whi t n In some cases, yes. From e m n gover pected to an educational perspective, both parties pledged to are ex ease r create a stronger focus on STEM c n i subjects in schools, encouraging

and addressing key technology challenges. But will the new government realise these goals and continue to support the forward drive in IT? Just four months in, there are already signs to suggest that the government will struggle to keep up with the changes, and subsequent demands, of the IT industry as a whole.

WHAT DID THE COALITION DO FOR US? There was some scepticism that the Tories and the Lib Dems in collaboration would not be able to live up to their respective manifestos when it came to technology, despite the fact that their respective manifestos had a number of aims in common. So did the coalition realise their goals? In terms of its own technology dedication, yes. The coalition’s commitment to the G-Cloud has shown around 20 per cent of savings within public sector compared to legacy single-vendor agreements across government, and the G-Cloud framework itself passed £650 million in sales this month. But did they

more young people to consider a career in technology. Whilst there is still a talent gap when looking at the graduate pool, we have seen a rise in After School Coding Clubs and a greater focus on encouraging female students into science and technology. Maths is now the A level subject taken by the most people according to figures from 2014. Additionally, more has been done to educate on the dangers of online bullying – the Conservatives pledged to tackle cyber bullying by backing ‘quick-report’ buttons on social networking sites, enabling swift removal of offensive or harmful material. As a result of this, sites including Twitter and Facebook have taken a much stronger stance on inappropriate behaviour online and are much quicker to remove offensive material and, although cyber bullying remains a universal problem, there is much a greater awareness

of how this affects young people in particular. The dedication to creating a Tech City model in Manchester, Tech North, has shown a renewed passion from the government in establishing the UK, not just London, as a European technology hub. This is enabling job creation in new areas of the country, whilst simultaneously putting new cities like Manchester on the map for the innovative tech developments taking place. When it comes to crime and national security, the coalition government prioritised stronger enforcement of existing laws. The pledge to authorise technology for use in drug-driving tests was fulfilled at the end of 2014. The Lib Dems, in particular, wanted to regulate CCTV and stop councils from spying on people – this is made possible under the 2012 Protection of Freedoms act. The government itself realised some of its personal pledge to push down the cost of IT procurement and be more transparent and accountable. Costs of procurement were lowered thanks to the Government Digital Service (GDS). Non-personal government data was published as promised, so that the public would be able to hold government to account, a scheme backed by founder of the World Wide Web, Sir Tim Berners-Lee.

Information request revealed that cloud makes up just three per cent of overall IT spend amongst local councils, which means that there is a significant lack of economies of scale across the country as a whole. Education is also a key focus – lots has been done to secure an uptake in STEM study but it still isn’t enough to fill the sparse talent pool of STEM graduates. There are other routes into technology careers than degrees, which needs to be highlighted by the current government. The biggest issue is, of course, national security. Hacking Team’s breach in July this year, where over 400GB of data was stolen, has shown that the threat of increasingly sophisticated hacks is showing no sign of slowing down. Whilst the Prime Minister announced a proposed expansion to the Investigatory Powers Bill (or Snoopers’ Charter), there is still much controversy surrounding the bill and

A TECHNOLOGY MINORITY With a new government in power, the question on everyone’s mind is whether or not the advancements made by the coalition will be further enhanced by the new Conservative government. Whilst a lot has happened in a few short years, we are still a long way from realising a truly tech-savvy government that understands the implications for the UK of the continuous changes in the sector. Currently we are seeing commitment to invest in technology that will make our lives easier, chiefly through cloud adoption and the Internet of Things (IoT). Continued commitment to the G-Cloud framework has shown significant savings across government, which are expected to increase. Just recently, the government pledged £20 million to invest in driverless cars to boost productivity in certain sectors. Not only this, but the government also announced an initiative to help advance the uptake of the IoT in cities across the country, through a £10 million prize being offered to a single collaborative research and development project which will help to demonstrate the capability of the IoT in a specific urban region. The fund is part of a wider £40 million investment in IoT announced earlier this year. But the challenges and opportunities of the IoT and cloud will never be truly realised if the government doesn’t raise awareness of them. Cloud adoption may be a popular topic for discussion, but despite the central government’s advancements in this area, local governments are still not as far along as they could be in adopting cloud technologies. A recent Freedom of

whether it is an invasion of privacy or a necessary security measure. In order to secure our online activity, the government may need to look at alternative methods.

in education and, as a result, the talent pool in the UK STEM sector is drying up. This is a fairly big issue as it means that the new IT roles, such as DevOps, will have few to fill a growing need. Despite this overall scepticism, if Britain stays in the EU, IT professionals will be happy, as over two thirds (67 per cent) say that EU membership has given them greater business confidence.

IP Expo Europe

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THE CHALLENGES OF IT Challenges faced by the new government in regards to technology will be a key focus of discussion at this year’s IP EXPO Europe, Europe’s number one IT event. Now in its tenth year, the event, which will be held on the 7-8 October 2015 at ExCeL London, will encompass six sub-events, covering Cyber security, Data Centre, Data Analytics, Unified Communications, Cloud and Infrastructure and

With so many forward moves being made within the UK’s IT industry, there is much still to do to ensure that businesses are able to keep up with the constant changes in IT requirements

THE PROFESSIONAL CONSENSUS The general consensus is that the government has not done enough to address the changes and challenges within the IT industry. A recent survey conducted by IP EXPO Europe found that three quarters (75 per cent) of UK IT professionals don’t feel that enough is being done to encourage STEM study

DevOps, all under one roof. It is the definitive event for professionals across the entire IT spectrum to view brand new technologies and, through exclusive keynote presentations, gain fresh insights from the leading thinkers in IT. For the second year running, IP EXPO Europe will see over 300 exhibitors from the likes of Microsoft, IBM, Intel, and BT and will feature demonstrations and presentations covering every facet of IT infrastructure. L FURTHER INFORMATION www.ipexpoeurope.com

Volume 15.5 | HEALTH BUSINESS MAGAZINE

Everything about the product: www.wilo.co.uk/ consultant

“Efficiency redefined.” Innovative technology for energy-efficient pressure boosting systems. If the result is more than the sum of its parts, that‘s typically Wilo. Maximum energy efficiency is provided by the interplay between EC motors and High Efficiency Drive with highly efficient pump hydraulics. It creates a constant system pressure in a system with pressure loss optimisation. The Smart Controller and red-button technology permit simple operation and complete transparency of the operating status. Wilo makes the difference! Go to www.wilo.co.uk/consultant for the full story E:sales@wilo.co.uk

Wilo-SiBoost Smart Helix EXCEL, ƒ Maximum energy savings due to EC motor, High Efﬁciency Drive and highly efﬁcient pump hydraulics ƒ Long service life and high operating reliability due to corrosion-resistant stainless steel and integrated dry-running detection ƒ Simple operation and transparency about the operating status thanks to redbutton technology and Smart Control ƒ BUS interface for intelligent incorporation into building management systems

EVENT PREVIEW

Celebrating excellence in healthcare

Health Business Awards

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

On 3 December, professionals from the world of healthcare will be gathering for the annual Health Business Awards. Recognising excellence in the provision of NHS facilities, Health Business sheds some light on this years categories and looks back to last years winners So far, 2015 has been a year with the NHS in the spotlight. Any year with a General Election lifts the nation’s healthcare standards into the public light, but this year more than most has centred around what the government is doing to improve healthcare. The continuous issue of seven-day-a-week services is yet to be resolved, Jeremy Hunt has a task on his hands to boost popularity ratings and staff shortages seem to be growing. Nonetheless, the good news coming from the people working tirelessly to care for the nation is cause for celebration. Somewhat shunned in the media limelight, the Health Business Awards come to Grange St. Paul’s Hotel in London this December to recognise those who strive to raise standards in the NHS. This year’s ceremony is to be hosted by Dr Mark Porter, a GP and medical correspondent for The Times. Porter also presents on Radio 4’s Case Notes and Inside Health. He joined The One Show on BBC One in 2011. THE CATEGORIES Sponsored by MD Helicopters, the Air Ambulance Service Award recognises the hard work and dedication of the air ambulance sector. Last year, the Award went to Dorset and Somerset Air Ambulance for its educational programme obtaining a qualification in Advanced Paramedic Practise. Hospitals provided short placements to enable paramedics to gain first-hand experience of conditions and treatments that they do not necessarily come across on the air ambulance. A similar Award, the Ambulance Trust of the Year, is presented to the Ambulance Trust that has embraced change and demonstrated a decrease in response times, the ability to provide treatment at the scene of an accident, and the provision of outpatient services. In 2014, West Midlands Ambulance Service took home the prize for the implementation of an ambitious £10 million ‘Make Ready’ plan throughout the region which resulted in clinicians having their vehicles refuelled, cleaned and restocked in readiness for duty, and the introduction of a range of services that drive down A&E admission rates. The Hospital Building Award, sponsored by CCube Solutions, is made to the new hospital building project that raises the standard of the healthcare environment

and demonstrates value for money and project management excellence. The Morgan Stanley Clinical Building at Great Ormond Street Hospital won the Award last December, as part of the hospital’s redevelopment plans. This enabled the hospital to treat up to 20 per cent more children and advance pioneering translational research programmes.

Dr Mark Porter

AWARDING INNOVATION The Estates and Facilities Innovation Award, sponsored by Swallow Evacuation & Mobility Products, recognises NHS and other healthcare organisations that have developed innovative procedures for managing and maintaining healthcare facilities. The 2014 Winner was North Bristol NHS Trust for its Hospital Move

This year’s ceremony is to be hosted by Dr Mark Porter, a GP and medical correspondent for The Times. Porter also presents on Radio 4’s Case Notes and Inside Health. He joined The One Show on BBC One in 2011 project. The Trust oversaw the successful move of a major hospital from Frenchay to the Brunel building at Southmead Hospital Bristol. The Clinical Commissioning Award, sponsored by Fujitsu, recognises the CCG sector, and an organisation within it which has made an impact to reduce hospital admissions through preventative practice. Last year, the Chorley and South Ribble CCG and Greater Preston CCG partnership celebrated success in the category for its work in reducing the number of lengthy hospital stays. In the Healthcare IT category, sponsored by Voice Connect, Health Business celebrates an organisation that is responsible for implementing a ground breaking IT project that demonstrates clear cost benefits to the wider NHS. Last year’s winner was University Hospitals Birmingham NHS Foundation trust. The Patient Data Award will recognise the most innovative introduction of new technology for secure storage, retrieval and distribution of data throughout the NHS. Last year, the North West Ambulance Service NHS Trust celebrated success with its Electronic

Referral Information Sharing System. Sponsored by Brookfield Rose, the Healthcare Recruitment Award recognises the NHS organisation that has developed a robust recruitment policy that delivers both safety and continuity to patients. Last December, Plymouth Hospitals NHS Trust’s Recruitment and Resourcing Team picked up the Award for their approach to recruiting Healthcare Assistants, which resulted in the appointment of more than 120 new members of staff. The Hospital Catering Award is presented to the NHS Trust that has strived to improve the standard of food and its nutritional value for the benefits of both patients and staff. The 2014 winner was Nottingham University Hospitals NHS Trust which now ensures that 77 per cent of it’s raw ingredient spend is now on local ingredients. Switching to local suppliers has been cost neutral and allowed the Trust to invest £2m per year in local sustainable businesses and improved focus on patient health. E

Volume 15.5 | HEALTH BUSINESS MAGAZINE

HB Awards 2015

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

Enhanced communications Facilities management empowering careworkers services for healthcare organisations For over 50 years with a national team of professional engineers and consultants, Ascom designs, builds and operates robust communication solutions that help facilitate mobility, enable efficiency and increase personal security. Coverage is designed to be seamless from day one using the company’s unique Site Audit methodology, ensuring that every alert or call is never missed. Care workers can call patients at their bedside or colleagues wherever they are helping to improve patient experience and reduce the delays chasing information. Any alerts and alarms are prioritised, filtered and delivered within seconds directly to the right personnel to take immediate action - preventing a crisis. Handsets can also pinpoint location and if an alarm is raised, help can be directed straight to the care worker that needs assistance, which in turn

helps to improve staff safety. All of Ascom’s 75,000 installed systems worldwide are unique, designed to solve specific customer problems and built to last. Thanks to its scalable and modular architecture, as well as the optimal integration of modern wireless and IP applications, some of the systems Ascom supplied 20 years ago are still in operation and still reliably serve its customers’ needs. Ascom is part of the Ascom Group with 13 countries and 1,200 employees worldwide. Headquartered in Göteborg, the Ascom Group is listed on the Swiss Stock Exchange (ASCN:SIX). FURTHER INFORMATION Tel: 0121 353 6151 sales@ascom.co.uk www.ascom.co.uk

Providers of integrated healthcare services Celesio UK is one of the largest providers of healthcare services to the NHS and its patients. Specialising in pharmaceutical care, related patient services, and all aspects of the medicines supply chain, Celesio UK is home to Lloydspharmacy, AAH Pharmaceuticals and Evolution Homecare, all of which provide integrated services to both the primary and secondary care sectors. With the legacy of its brands and dedication to improving the service delivered to patients, Celesio UK has developed an integrated pharmacy supply chain offering for hospitals. This drives savings through its managed service model, efficiencies that improve medicines management and compliance, reduced patient wait times, tighter stock management and lower drugs spend. Celesio also provides integrated

pharmacy services to Mental Health Trusts, working with the trust to help move care back into the community. Through LloydsPharmacy, Celesio can provide a full dispensing solution through a hospital or a local dispensing hub, complemented by local delivery and administration of medicines. Fully trained LloydsPharmacy teams underpin this care by encouraging health and wellbeing assessments. If you would like more information on Celesio and its family of business or would like to request a call back please contact Celesio via the details below. FURTHER INFORMATION Tel: 02476 432000 hello@celesio.co.uk www.celesio.co.uk

HEALTH BUSINESS MAGAZINE | Volume 15.5

With more than 100 years of experience in the service industry and over 530,000 employees across the globe, ISS provide the ‘Human Touch’ to those important jobs that its clients outsource. ISS Facility Services, Healthcare is part of the multi international ISS Group and, as the leading provider of contracted services within the NHS, has been involved in service provision since 1984. Nowadays the company has a wide portfolio of NHS Trusts as clients, with more than 300 locations receiving at least one service. With a motto of ‘People serving People’, every day ISS employees work as an integrated part of each client Trust, ensuring that service value is created through ‘The ISS Way’ of customising and delivering its service solutions. ISS is one of the largest facility service companies in

the world with an ambition to be ‘the world’s greatest service organisation’ and remaining the market leader in public sector healthcare within the UK. The company is clearly doing something right, as in 2013, 2014 & 2015 the independent International Association of Outsourcing Professionals ranked ISS among the world’s best outsourcing service providers. FURTHER INFORMATION Tel: 0845 057 6500 isshealthcare.commercial@ uk.issworld.com www.uk.issworld.com

NOTAR technology delivers unrivaled HEMS mission performance

Saving lives demands quick response times. In the critical realm of air medical operations, there is no room for compromise or excuse. With 50 units in active HEMS service around the globe, and nearly 200,000 mission hours flown, the MD 902 Explorer delivers dependable, versatile and powerful performance. A rotorcraft industry leader for more than 50 years, MD Helicopters delivers a unique and unparalleled HEMS capability in its twin-engine MD 902 Explorer. Equipped with the MD Helicopters-exclusive no tail rotor NOTAR® system for anti-torque control, the MD 902 provides safer, quieter and more reliable confined‑access capability than any other helicopter in its class.

Additionally, the wide cabin and customisable interior can be configured to ensure medical teams have both ample and secure space to deliver the lifesaving treatment patients need. MD Helicopters, Inc. (MDHI), a Lynn Tilton company, is a leading manufacturer of commercial, military, law enforcement and air-rescue helicopters. The MDHI family of rotorcraft is world renowned for its value, versatility and performance and includes the twin-engine MD 902 Explorer, and single engine versions of the MD 600N, MD 520N, MD 500E, MD 530F, MD 530G and MD 540A. FURTHER INFORMATION Tel: 480-346-6300 sales@mdhelicopters.com www.mdhelicopters.com

EVENT PREVIEW  SUCCESS IN COLLABORATION Presented to the NHS Trust which has worked with other public or private sector organisations, to engage the local community in preventative campaigns, the NHS Collaboration Award was presented to the East Lancashire Hospitals NHS Trust and Lancashire Constabulary partnership. This partnership has seen two highly trained and skilled police liaison officers being placed in the A&E department of Royal Blackburn Hospital. This forms part of a project which aims to deal with frequent attendees and better improve the individuals’ access to health and care services which best meet their needs. Also sponsored by CCube Solutions, the Outstanding Achievement in Healthcare is awarded to an NHS organisation that has achieved success in its role and brought benefits to the wider NHS through the dedication and expertise of its staff. Frimley Health NHS Trust was the first Trust to be rated as ‘Outstanding’ by the new Care Quality Commission ratings. The Trust picked up the Award last year. The Patient Safety Award, sponsored by Ascom, is presented to the NHS Trust which has made great strides in providing a safe hospital environment for patients, and has taken action to reduce Hospital Acquired infections and mortality rates. The team at Great Ormond Street won accolades last year for its project, ‘Pursuing zero by building hospital foundations for safety’. PATIENT EXPERIENCE Telehealth can provide benefits to patients, healthcare providers, and to community projects. The Telehealth Award will recognise the organisation that demonstrates the most innovative use of use of information and communication technology (ICT) to deliver health services, expertise and information over distance. Stoke-on-Trent CCG’s Simple Telehealth was last years recipient in the Telehealth category. Elsewhere, the Transport & Logistics Award celebrates the NHS Trust that has seen improvements in operational

Health Business Awards

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

The Innovation in Mental Health Award, sponsored by Celesio, is awarded to the NHS Mental Health Trust which has made strides to improve the experience and overall care of its patients logistics. St Helens and Knowsley Teaching Hospitals NHS Trust won the prize last year for its sustainable, user friendly parking regime. The Innovation in Mental Health Award, sponsored by Celesio, is awarded to the NHS Mental Health Trust which has made strides to improve the experience and overall care of its patients. The 2014 winner was Pennine Care NHS Foundation Trust for it’s Healthy Minds scheme. Attendees of the scheme are given between-session support with homework tasks, and has seen mental wellbeing self-rating shoot up by 22 per cent compared to those not using the text service. Other categories that will be celebrated

at the Health Business Awards include: Environmental Practice; Hospital Cleaning; Sustainable Hospital; Hospital Security; Hospital Procurement; NHS Publicity Campaign; and NHS Finance. L

Entries for each category are open until 5pm (BST) on Thursday 8 October, 2015. Entries must be received at the PSI Offices (226 High Road, Loughton, Essex IG10 1ET) or online via the HB Awards website on or before this date and time. FURTHER INFORMATION hbawards.co.uk

Maximising efficiency and working practices As the government continues to reform and modernise the NHS, Dr Keith McNeil, Head of Adenbrooke’s Hospital in Cambridge, recently commented on overseas recruitment stating that it is ‘distracting, frustrating and expensive’. Indeed, figures from the Nursing and Midwifery Council (NMC) shows that recruitment of overseas staff to the UK is growing, with around 7,500 nurses from countries such as Spain, Romania and Italy registered to work in the UK last year. However, Andrew Preston, managing director of temporary labour procurer de Poel health+care, believes that McNeil’s comments paint a stark picture of total

reliance on overseas recruitment and out of control costs, also failing to acknowledge how costly it can be to recruit British nurses. Preston, pictured above, says: “Being on

the front line, de Poel health+care is acutely aware of the challenges NHS providers face – balancing quality, safer staffing and slimmer budgets with workforce supply and demand. “Whilst we’re in full agreement with McNeil’s call for a more targeted approach, it is clear that the NHS cannot exist on ‘home-grown’ staff alone. With plans already underway for a seven-day service, the use of agency workers is emerging to be more vital than ever, as continuity of care moves further towards shift work.” FURTHER INFORMATION Tel: 01565 682 020 www.depoelhealthcare.co.uk

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Products & Services

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CONFERENCES & EVENTS

LEGAL SERVICES

Located in the heart of Manchester, the Royal Northern College of Music (RNCM) is a leading international conservatoire and thriving live music venue, with a reputation for attracting talented students, teachers, conductors, composers and artists from all over the world. Following an extensive £7.1 million redevelopment project, completed in November 2014, the RNCM houses a state-of-the-art Concert Hall which was refurbished to incorporate new back of house facilities and the latest technical set-up including a new lighting rig and sound equipment. The RNCM also houses a Theatre, Studio Theatre, and Recital Room, all of which are available to hire. The College also offers its own experienced Conference and Catering Team ensuring that every type of performance, event or conference is a success. To date, the RNCM has hosted a wide range of conferences,

EdLex Solicitors is a specialist employment lawyers firm, providing a range of flexible and affordable legal and HR support services to schools, local authorities and public sector bodies. Its seasoned, knowledgeable and fully qualified lawyers and mediation specialists are as diverse as the clients the company serves and bring decades of experience of supporting public organisations. EdLex Solicitors is passionate about providing legally assured and compliant environments for its clients and works closely with them to achieve tailored, cost effective and lasting solutions to their legal and HR challenges. The company’s 24/7 employment law helpline (via telephone, email or Skype) provides peace of mind by ensuring that legal support is available at a time and in a mode that suits the client. Flexible service level agreements and an outcomesfocussed approach keep the client firmly in control. Each agreement is tailored to suit individual

Let the Royal Northern College of Music conduct your next event

including the GP Update Course and Approved Mental Health and Professional Association. To learn more about hiring a space for a performance at the RNCM visit the website below or email Paul Cobban. For conference and catering enquiries, please call the Conference and Catering Team via the contact details below. FURTHER INFORMATION Tel: 0161 907 5353 hospitality@rncm.ac.uk paul.cobban@rncm.ac.uk www.rncm.ac.uk

Chetham’s is a unique and atmospheric location, ideal for events from seminars and meetings, to private dinners and concerts. Conveniently situated in the centre of Manchester, and close to major transport links, Chetham’s is a great location for business functions and events. “The evening was extremely well organised and the food of the highest standard. The venue is also first class. Dinner in a Baronial Hall in the centre of Manchester is an unexpected pleasure.”

Simon Chaplin

Consultant Surgeon, Manchester Royal Infirmary

Events & Operations Manager

events@chethams.com 0161 838 7259

HEALTH BUSINESS MAGAZINE | Volume 15.5

EdLex – Legal advice with a decade of experience

organisational needs and budget and can be delivered on or off site. EdLex Solicitors provides: A 24/7 legal helpline; Employment Law Advice; Independent investigations; Mediation & Settlement; Tribunal case management; HR support; Education Law Advice; Safeguarding/Child Protection; Legal compliance; and Legal training. For more information visit the website below, or for a free, no obligation discussion about how EdLex can help your organisation please contact via phone or email. FURTHER INFORMATION Tel: 0203 176 4390 info@edlex.co.uk www.edlex.co.uk

● Wonderful Victorian Setting ● Tiered Lecture Theatre for 250 ● 10+ Breakout Rooms

● 200m2 Area for Exhibitions ● 245 Ensuite Bedrooms Oxford, 0X1 3PG, UK conference@keble.ox.ac.uk www.keble.ox.ac.uk/conferences

NHS INNOVATION EXPO

Appitized Health specialises in producing mobile app solutions for the healthcare sector and understands the unique challenges faced by staff in hospital environments. Using a combination of mobile platforms and responsive web design, Appitized Health works alongside healthcare organisations to deliver exceptional mobile apps. Appitized Health’s award-winning apps help to provide efficient, sustainable and cost-effective patient care. With a strong track record in effective healthcare apps, an increasing number of healthcare organisations are choosing Appitized for their mobile technology. The Royal Liverpool and Broadgreen University Hospitals NHS Trust Emergency Medical Handbook provides users with the ability to quickly search or browse through an entire Trust handbook database containing up-to-date

Health and social care integration is vital for the future of services. One of the greatest challenges is in creating lawful ways for payers, public and private sector providers, and suppliers – separately and together – to share information without compromising confidentiality and security. Kaleidoscope successfully enables sharing across health and social care communities to realise value in combined data for care and commissioning. Projects range from developing new ways of flowing data through integrated care pathways, to running engagement and participation events and creating communications campaigns. Project achieve lasting cultural change in attitudes to personal confidential data (PCD); create an understanding of the few real constraints to using personal data to care for people and how data can be harnessed to improve system design. The result is greater confidence

Mobile apps for the healthcare sector

and accurate information. The Nottingham University Hospitals NHS Trust Pocket Midwife was developed with Nottingham Midwives and pregnant women to provide everything they needed to know about their pregnancy in a mobile app. Appitized Health’s mission is to provide mobile solutions which deliver benefits in the following key areas: Operational Efficiency, Cost Reduction, Safer Patient Care and E-Learning and Training. Get in touch with Appitized Health to find out how its’s costeffective solutions can deliver results for your organisation. FURTHER INFORMATION Tel: 07791 222629 philcoffin@appitizedhealth.com www.appitizedhealth.com

Information governance in health and social care

NHS INNOVATION EXPO

CALL CENTRES

The CSP-GESI UK Healthcare Division has built and delivered a distributed healthcare environment (DHE) middleware platform which integrates and combines health and social care data from primary and secondary care, the community, mental health and social care to create a proven mobile exemplar health and social care record. Comprehensive API’s have been written for the DHE which has been operational for many years in a variety of European sites including Copenhagen and Italy. CSP-GESI has also developed a variety of long term condition management modules (LTCM) that have, at their centre, disease or condition specific electronic health and social care patient records. The modules are infinitely flexible and they can partner with commissioners, clinicians and carers to produce a bespoke service.

No one can question the positive impact mental wellbeing has on health, but how can happiness influence agent performance and reduce costs at NHS contact centres and helpdesks? SJS Solutions Ltd helps transform dull, cluttered contact centres into places where people are happy to help, work hard and be part of a team. SJS specialises in using visual communications to increase employee engagement and accelerate knowledge transfer. The company’s software gives you the tools needed to motivate agents and reduce the costs associated with high attrition rates. With Optymyse, transferring live data, messaging, images and alerts from any source onto any device is easy and affordable. Engage with your agents, create consistent messaging and furnish them with the information they need to perform at their best. SJS have helped

Integrated health and social care data solutions

The alzheimer’s disease LTCM (Etiber) is used in Rome by 150 patients and carers. It has proven very successful in reducing elective and non-elective admissions and is extremely popular with both care-givers and clinicians. CSP-GESI considers its offering well suited to the needs of the NHS of the 21st century and believes that the DHE can provide integrated health and social care data for the integrated care which is at the heart of the 5 year forward view. FURTHER INFORMATION Tel: +39 0117428211 www.cspnet.it/en/

Products & Services

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in sharing PCD in complex multi-organisation scenarios. The company’s work supports engagement with professionals and the public to achieve optimum data utilisation fairly and lawfully. Working at a national, regional and local level, Kaleidoscope has produced guidance for NHS England and is engaged in supporting national policy across a number of workstreams, helping to provide innovative solutions that realise local needs and deliver national strategies. FURTHER INFORMATION Tel: 020 3637 1111 kaleidoscopeconsultants.com

Real-time communication solutions for call centers

Lancashire Police, Cheshire Council, Lewisham Council, Merseyside Police and many more. Two weeks after deployment at Cheshire Council we were told that service level improved 29 per cent and average speed to answer reduced 66 per cent. “Staff motivation has improved which has translated directly to better customer service. For the first time all services have ended the day above targets.” FURTHER INFORMATION Tel: 02036 421842 info@sjssolutions.co.uk www.sjssolutions.co.uk

Volume 15.5 | HEALTH BUSINESS MAGAZINE

Products & Services

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

INFORMATION TECHNOLOGY

Established in 1990, Fiona Shipley Transcription Ltd has earned an enviable reputation for providing a fast, accurate and confidential service. The company provides transcripts from sound recordings for FTSE 100 companies, professional organisations and public bodies. Its expertise extends across a wide range of sectors, including energy, finance, health and medicine, and legal services. The team of highly experienced transcribers are skilled in handling recordings in different formats. Its editors ensure the finished product is accurate and its meaning clear; the final copy is a precise record of your meeting, interview or conference. The company’s clients rely on its

Siobhan Scott founded LA Virtual Admin after spending 27 successful years working for the Civil Service within Whitehall. Her high profile roles ranged from Private Secretary to Senior Government Policy Advisor. Siobhan wanted to utilise the invaluable skills and qualifications she gained throughout her career within Government to set up an efficient and highly skilled virtual assistant business to help sole traders and small businesses with a wide range of administrative duties they may not otherwise have the time or budget to do themselves. Siobhan has successfully worked with Government departments, local authorities, small businesses and other organisations by providing a comprehensive range of administrative services. She has built up a portfolio of office skills including data analysis, financial management and researching,

Fast, accurate and reliable Expert virtual office transcription services administration

discretion and understanding of their business environment. Many of the transcripts produced are specific to that particular sector - in content, style and language. That is why Fiona Shipley’s transcripts are tailor-made and why the company places a high value on client confidentiality. The company works closely with each client but discreetly, bringing a mix of up-to-the minute technical know-how and well-established customer service to deliver each transcript quickly and efficiently. Fiona Shipley is also accredited with ISO 9001:2008. FURTHER INFORMATION Tel: 01737 852225 fiona@fionashipley.com www.fionashipley.com

IT AUDITING

INFORMATION TECHNOLOGY

Netwrix Corporation is a provider of IT auditing software that maximises visibility into who changed what, when and where and who has access to what in the IT infrastructure. Over 6,000 customers worldwide rely on Netwrix to audit IT infrastructure changes and data access, prepare reports required for passing compliance audits and increase the efficiency of IT operations. Founded in 2006, Netwrix has more than 70 industry awards and was named in the Inc. 5000 list and Deloitte Technology Fast 500. Netwrix Auditor enables complete visibility into both security configuration and data access within the entire IT infrastructure by providing actionable audit data about who changed what, when and where and who has access to what. Netwrix Auditor helps prevent security breaches caused by insider

Based in Fareham, Hampshire, DataWizard has been operating for over three years, carrying out a broad range of professional administrative support services for businesses and charities, delivering a timely and reliable service. DataWizard can provide a virtual admin service (one off or regular) for when your admin team is overloaded e.g. holidays, sickness, seasonal peaks or to release staff for other projects. DataWizard offers a range of administrative services including letters, reports, presentations, quotations, online emails and appointments, data entry, mailshots, mail merge and envelope filling. DataWizard can improve efficiency by creating databases to hold records and automate much of a manual paperwork system, e.g. customer contacts; orders; stock control. Data is backed up

Complete visibility with Netwrix Auditor

attacks, pass audits and minimise compliance costs or just keep tabs on what privileged users are doing in the environment and why. The company’s direct partner, Set3 Software is an independent Netwrix specialist based in West Sussex. Set3 Software applies smart and effective technology solutions that enhances your business. With over 20 years cumulative experience in IT solutions, the company prides itself in their wealth of knowledge on the Netwrix products. For further information please visit the website below. FURTHER INFORMATION Tel: +44 (0)1403 588 898 www.netwrixauditor.co.uk

HEALTH BUSINESS MAGAZINE | Volume 15.5

writing and publishing reports. She is now an accomplished and resourceful Virtual Assistant and an accredited member of the UK Association of Virtual Assistants, working virtually or in-house within the West Sussex area. LA Virtual Admin can complete a one–off project or provide ongoing back office support to give sole traders or small businesses those extra hours in a day to successfully run their business. FURTHER INFORMATION Tel: 01903 715733 siobhan@lavirtual-admin.co.uk www.lavirtual-admin.co.uk

Trusted administrative assistants you can trust

regularly and security is always of utmost importance to reflect the clients needs for confidentiality. DataWizard is happy to accept work via email, post, courier, telephone, conference calls or video calling (usually Skype). The work can be transferred on CD, hard copy (printed or hand written) or during face to face meetings. A detailed, no obligation, written quotation, based on requirements will be provided before any work is undertaken therefore the total cost is known in advance. FURTHER INFORMATION Tel: 01329 481202 info@datawizardfareham.co.uk www.datawizardfareham.co.uk

PROCUREMENT

Accurate data, transforming healthcare Based on accurate data, Healthlogistics provides managed eProcurement solutions to hospital trusts, so they can reduce their costs through better contract management, streamlined orderinvoice processes, effective stock control and accurate procedure level cost reporting. In addition, this helps improve their revenue flow through accurate coding and CCG charging. With Healthlogistics’ hTrak solution, healthcare professionals, using a handheld device, scan every item barcode used during a procedure linking the information to the patient. The hTrak solution is underpinned by an extensive database of barcodes and allows all stock to be accurately costed and automatically reordered. This comprehensive data enables

finance, procurement and clinical teams to engage in discussions over stock or process changes - and to link the data to patient level costing systems. Extensive savings using this system have already been seen at Derby Teaching Hospitals NHS Foundation Trust. In addition, through the Healthlogistics hTrak ‘Track and Trace’ functionality, expired devices are automatically detected, generating a recall report on a faulty prosthesis or other medical supplies in just 30 seconds. Linking this information to the patient record, it can quickly identify a patient at risk, so immediate action can be taken. FURTHER INFORMATION Tel: 01442 381758 info@healthlogistics.co.uk www.healthlogistics.co.uk

PROCUREMENT

A rich history of innovation in healthcare

The Maquet name has been synonymous with innovation, quality and trust since its founding in 1838. The company is also a world-leading provider of medical systems that meet the highest requirements for medically challenging interventions. At the same time, these systems exceed the expectations of the hospital teams that are responsible for the care of patients. Maquet designs, develops and sells innovative treatment solutions and infrastructure functions for extremely demanding hospital departments. This includes operating rooms, hybrid operating rooms, catheter laboratories and intensive care units as well as intra- and inter-hospital

PROCUREMENT

Cartridge World Print Services provides the health sector with a print management service which is flexible and tailor made to your needs, reducing printing costs and allowing you to print for one fixed monthly fee. For the company’s inflation free fixed monthly fee, Cartridge World Print Services will manage all of your printers, plus provide an automated supply of all printer cartridges, paper and ongoing maintenance, covering all of your businesses printing requirements. And unless you are looking for new hardware, there’s no need to replace your existing printers. Cartridge World Print Services removes all the problems usually associated with printing. The company also delivers tangible benefits and cost savings far greater than the simple price difference of a cartridge. This includes: Total cost of ownership analysis; Inflation free

Science Warehouse is here to help the NHS and suppliers of healthcare products and services strengthen business relationships, reduce costs and increase revenues. Via an Amazon-like interface, Science Warehouse delivers webbased procurement, catalogue management and real-time spend visibility tools that are fast and easy to use - and generate a rapid return on investment. By bringing an entirely new source of value generation to the NHS, Science Warehouse is growing rapidly. 30 trusts are already benefiting from having their product and service catalogues managed and their purchase orders and invoices electronically transacted with thousands of suppliers. The company offers a multi-channel approach and a range of valueadded services to ensure suppliers can participate profitably in this growing community. NHS providers are under increasing pressure to deliver more with less as patient requirements

Products & Services

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

patient transportation. Maquet Guaranteed Solutions offers access to the new and innovative solutions that the company has developed in order to meet the significant budgetary pressures that every NHS hospital finds themselves under. These are bespoke solutions that are tailored to the individual needs of the NHS hospital, and deliver significant savings, efficiencies and free up staff to focus on delivering excellent clinical care to the patients. FURTHER INFORMATION Tel: 0191 519 6200 managed-service-uk@ maquet.com www.maquet.com

Tailored printing solutions A home-shopping for the health sector experience for NHS Trusts

fixed monthly fee; A reduction in printing costs; Management of all printers; Automated supply of printer cartridges; and a local service with independent advice. This has shown a £150,000 cost saving for Coventry CCG. Matthew Grant, Practise Manager, said: “The service has been excellent and the cost savings even better, over 50 per cent on our current costs, with additional benefits our incumbent suppliers just could not provide.” Visit Cartridge World Print Services online to find out more or book a free review of your printers and total cost of ownership analysis. FURTHER INFORMATION printservices@cartridgeworld.co.uk www.cartridgeworld.co.uk/health

increase in volume and complexity whilst income remains flat. Suppliers to the NHS are in a fantastic position to support their customers in tackling these challenges. The healthcare market is evolving rapidly and all providers in the market need to respond effectively to meet its needs. Partnering with Science Warehouse will deliver immediate benefits to NHS Trusts and healthcare suppliers whilst providing assurance that in the long term the platform will evolve in line with standards such as GS1 and PEPPOL to meet your needs. FURTHER INFORMATION Tel: 0333 600 6300 www.sciencewarehouse.net

Volume 15.5 | HEALTH BUSINESS MAGAZINE

Products & Services

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS – www.healthbusinessuk.net

FACILITIES MANAGEMENT

National support for community defibrillation In April 2015 the Social Action, Responsibility and Heroism Act (SARAH) received its Royal ascent. Covering the area of protection for a lay rescuer in an emergency, this new law will aid the development of community defibrillation and give reassurance to members of the public wishing to help in an emergency. However the placement of a community defibrillator is not just about making sure all legal aspects are addressed in the actual rescue. You need the right equipment, the right governance, the right support, and the right attitude. Buying ‘cheap’ does not always mean buying the ‘best’ solution for the community. Proceeding with a community defibrillator installation is a very beneficial project but must be done right, with consideration for governance to include liabilities, planning, listings and other laws, addressing items such as disability

access and regular maintenance. Just registering the defibrillator with the local ambulance service is not effective governance. These are medical devices to be used on people, and thus the project has to be done with eyes wide open, and a full realisation of the needs, not only of the community as a whole, but with consideration of the various potential liabilities. The Community Heartbeat Trust is the UK’s leading charity in the placement of community based defibrillators, and the only organisation addressing governance and long term support. FURTHER INFORMATION Tel: 0845 86 277 39 communityheartbeat.org.uk

Top table packaging for the food service industry

Situated in the South East, this small, friendly and efficient company prides itself on the fact that it is more than prepared to go the extra mile to source and supply a full range of products designed to make the running of your company as easy as possible from the ground up. No matter what requirements you have, The Food Packaging Company Ltd has over 30 years experience in the disposable and cleaning products area. From fitting out your kitchen with clingfilm, foil and parchment, and making sure your kitchen staff are dressed comfortably and hygienically. To providing you with a comprehensive range of

CLEANING

PATIENT SAFETY

MLK Cleaning Services Ltd would like to introduce its company and the services that it can provide for you. The company services include kitchen extract cleaning, ventilation cleaning and kitchen deep cleaning. MLK Cleaning Services has strong experience based on work with little sites and huge customers with over 250 sites. As the company is continuously expanding its business, MLK Cleaning Services is able to offer long-term cooperation. The company’s staff are fully trained and can ensure fast, efficient and reliable services. MLK Cleaning Services also complies with B&ES TR19 which is acceptable by most insurance companies. For your safety (‘Safety Regulation under the Regulatory Reform Order 2005), the kitchen should be

Datix is a company specialising in patient safety and healthcare risk management software, which aims to help its customers protect patients from harm by creating opportunities to learn from things that go wrong. The company is a global supplier of software for patient safety, incident reporting, risk management and quality improvement. Its customers include more than 80 per cent of the NHS as well as leading healthcare providers in the United States, Canada, Australia, Europe and the Middle East. Set up specifically to meet the governance and risk management requirements of the healthcare industry, Datix is working as a partner to leading healthcare organisations across the world. Datix provides a fully-featured, flexible and easy-to-use program, allowing reporting and analysis through all integrated elements of the system, including; incident

Fast and efficient kitchen extract and ventilation cleaning

CATERING

regularly inspected and cleaned. This keeps your environment in good condition in order to minimise any fire risk and avoid any potential problems with grease leaking from the extract system. Insurance guidance and regulation requires regular cleaning and maintenance of the ventilation system otherwise it can effect on the agreement of the insurance. Do not wait too long and call MLK Cleaning Services. One of the company’s operatives will contact you to make a professional quotation. MLK Cleaning Services offers a 24 hour service. FURTHER INFORMATION Tel: 08454 630545 Tel: 07883 525872 office@extract-clean.co.uk www.mlkcleaningservices.com

HEALTH BUSINESS MAGAZINE | Volume 15.5

cleaning products from refuse sacks and floor cleaners to centre feed towels and toilet rolls and many other CHSA Products. From storage containers and coffee cups to an exquisite range of tablecovers and napkins, The Food Packaging Company Ltd is the one place to go for all of your day to day needs. For further information on The Food Packaging Company Ltd please use the details below. FURTHER INFORMATION Tel: 020 8764 2249 sales@thefoodpackaging company.co.uk www.thefoodpackaging company.co.uk

Patient safety and risk management software

ELECTRIC VEHICLES

LIFTS

Whether it is towing waste bins, or carrying out cleaning and maintenance, Bradshaw Electric Vehicles can provide a transport solution for customers. Customers may be struggling to keep site transportation cost effective or have an ageing vehicle which no longer matches site requirements. Bradshaw has an extensive range of tow tractors, pedestrian controlled and flatbed electric vehicles which can be specifically designed for waste movement. Vehicles are manufactured in the UK and can be custom built to suit any waste application. Bradshaw can fit bin lifts to handle up to 360 litre bins and other options including tipping and cage bodies to transport waste. Tow tractors to tow trains of 1100 litre bins are also available, and purpose built trailers for all types of waste

Platform Lifts are lifts that have been designed to give ease of access to all floors at an affordable cost. They can be installed with minimal builders work with a small pit and can be installed within a shaft or stand alone units with there own enclosure. Access & Platform Lifts offers a full range of disabled access lifts. From fully enclosed platform lifts installed in there own enclosure or within a shaft up to six stops down to a small open platform step lift. The enclosed platform lifts can be a traditional open platform within an enclosure but now the company is offering a fully automated platform lift with a full lift car and automatic sliding lift car doors so giving the feel and security of a passenger lift. This also gives ease of access for wheelchair users and other building users as there are no hinged doors to hinder the access and the security of traveling in a fully enclosed lift car. Access & Platform Lifts also offers a full range of domestic lifts

Bradshaw Electric Vehicles Platform lifts, wheelchair offer transport solutions lifts and domestic lifts

products can be manufactured. As a company, Bradshaw not only takes pride in a safe, robust and versatile product range, but a bespoke design service enables design and build of an electric vehicle to suit a client’s individual requirements, providing a solution to a very particular need. Bradshaw Electric Vehicles were on Stand 5V110 at the RWM on 15-17 September. FURTHER INFORMATION Tel: 01780 782621 twitter.com/Bradshaw_EV www.bradshawelectricvehicles. co.uk

TRAFFIC MANAGEMENT

FLEET CONVERSION

Speed Ramps is the UK’s cheapest supplier of recycled traffic management products. As the exclusive reseller to a UK manufacturer with over 40 years experience, Speed Ramps guarantees to be the cheapest door-to-door supplier. From cable ramps, kerb ramps, speed ramps and traffic cones to vehicle stoppers - Speed Ramps offers same day dispatch with carriage and fixings full operational capability. Speed Ramps offers a personal, professional and reliable service with no hidden costs. It guarantees to beat any genuine like-for-like quote. All of the company’s speed ramps are stamped, made in England and come with a minimum 12 month’s manufacturer’s warranty. SR30/50/75mm Speed Ramps are sold as kits for £24/£30/£36 plus VAT per meter including end caps, fixings and carriage.

CM Specialist Vehicle Division applies superb craftsmanship and conversion skills to a range of standard production vehicles in the blue and amber light sector ensuring long service life and maximum protection. For almost 20 years, CM Specialist Vehicles has lead the field in the build and installation of bespoke body conversions and integrated electrical and communication systems to fleets for the police, fire, ambulance authorities, the military, security organisation and government agencies. The Division is a trusted conversion partner of many major manufacturers such as Volkswagen, Skoda, Seat, Iveco, Mercedes, Peugeot and Vauxhall, enabling it to provide a one stop shop facility for any fleet solution. From sourcing the base vehicle through to livery and delivery, CM Specialist’s customers have only one point of contact. It provides services that includes full project management

Cheapest door to door Speed Ramps in the UK

The company also stocks signs and poles in adherence with Highways Agency guidelines, and supplies a user friendly installation guide. Speed Ramps has a network of CHAS and constructionline accredited installers to provide a one-stop shop to any speed ramp requirements. For more information email the company with the details below. Visit the Speed Ramps website to place an order or request a free no obligation quote. FURTHER INFORMATION Tel: 01480 432055 sales@speedrampsuk.co.uk www.speedrampsuk.co.uk

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from a simple though floor lift to a multiple stop fully automated lift, again they can be installed in a purpose built shaft or a smart glass and steel tower. Access & Platform has a website for the domestic lifts supplied, please see below for more information. FURTHER INFORMATION Tel: 01909 486 704 South: 0203 1891704 Scotland: 0141 2915704 info@accessandplatformlifts.co.uk www.accessandplatformlifts.co.uk www.liftsforhouses.co.uk

Specialists in bespoke vehicle conversions

throughout a projects life-cycle including the design, quality control, supply chain management integration and post production engineering services. All of the Division’s engineers are academy trained on a variety of response packages. This protects the vehicleswarranty and gives the customer confidence in the vehicle conversion. Its engineering team has the perfect mix of qualified engineers and coach building experts. The consistency of CM Specialist’s design and application leads to reliable and robust emergency vehicle installations. FURTHER INFORMATION Tel: 01942 850338 www.cmspecialistvehicles.co.uk

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Advertisers Index

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS â&#x20AC;&#x201C; www.healthbusinessuk.net

MOBILE TECHNOLOGY

PROCUREMENT

Through partnerships with care and support organisations, CareZapp connects existing services, the care community and technology to support new home care services and commerce. CareZapp enables each to better inform and support care at home and improve service retention and referrals. This is done by offering new services that consolidate care applications and best of breed technology, whilst empowering families, caregivers and care organisations to create a private network of care and securely communicate among each other with a free App. The network can consist of any combination of care groupings, such as; family, friends, neighbours, community supports, home care providers, and social and healthcare professionals.

The simple way of connecting care at home

By improving communications, care coordination and service insights among a network of care, care at home is more effective. Care and support organisations can also offer more advanced care support by combining services and technologies. This helps to better maintain safety, health, wellbeing and independence at home through the CareZapp care platform. CareZapp helps to delay the need for more expensive care options, while also supporting transitional and integrated care, increasing the quality of life for the care recipient. FURTHER INFORMATION Tel: 00353 8705 16705 www.carezapp.com

A home-shopping experience for NHS Trusts

ADVERTISERS INDEX

The publishers accept no responsibility for errors or omissions in this free service Access & Platform Lifts 93 Alcontrol Laboratories 52 Allsigns International 37 Appitized 89 APT Controls 54 Ascom UK 70, 72, 86 Avensure 46, 47 BAFE 32 Bradshaw Electric Vehicles 93 Brookfield Rose Group 87 Bryant Plastics 19 Carezapp 94 Cartridge World 91 Catering Equipment Solutions 27 CCube Solutions 64, 65 Celesio UK 22 CFH Docmail 10 Chetham School of Music 88 Community Heartbeat Trust 92 Critiqom 19 CSP SpA 89 DataWizard 90 Datix 41 Decorative Panels Lamination 6 Devonshire Appointments 61 DSSR Consulting Engineers 52, 59 Dunwoody 54 Edlex Solicitors 88 Endur ID 41 eSight Energy 23

HEALTH BUSINESS MAGAZINE | Volume 15.5

Fiat 14 Fiona Shipley Transcription 90 Fitwise Management 62, 63 Harland Simon 37 Hassell 56, 57 HCL Workforce Solutions 40 Healthlogistics 91 Hospedia IBC i-clean Systems 26 IDEXX Water 55 Ingenious Products 44 ISS Mediclean 8 Kaleidoscope Consultants 89 Keble College 88 Kingsway Group 60 LA Virtual Admin 90 Langley Waterproofing 30 Lenovo Technology UK 78 MANDEC 23 Maquet Getinge Group 91 MD Helicopters 86 MLK Cleaning Services 92 Olympus Medical 24 Peugeot 34 PFU Imaging Solutions 48 PHS Group 38 Pinpoint 44 Procure4 42 Roan Building Solutions 28 Royal Northern College of Music 88

Ruskin Air Management 56 Science Warehouse 91 Sealwise 2014 58 Seat 18 Set 3 Software 90 Sidhil 26 Siracom 80 SJS Solutions 89 Skoda UK 20 Solk Furniture Healthcare 44 Spa Environmental Care 60 Speed Ramps 93 Spok Inc 76 Stannah Lift Services 66 Stride Treglown 58 Styles and Wood BC Swallow Evacuation & Mobility 68 TAHPI 55 Teal Patents 61 Text Local IFC The Food Packaging Company 92 Towergate Insurance 16 Ulysses Rostering Systems 51 Uretek 50 VW 12 Wandsworth Group 74 Wilo UK 84 Woodall Nicholson 93

Public Access Wi-Fi is available for your Hospital now! Hospedia has teamed up with The Cloud to deliver Hospital Public Access Wi-Fi The new solution combines Hospedia’s 15 years’ experience at the heart of Patient Media and Communications in healthcare with Europe’s leading Wi-Fi provider, making the Hospedia Wi-Fi solution the ideal choice for today's NHS.

How your Patients and Visitors benefit ■ FREE Wi-Fi access available to drive patient satisfaction ■ The freedom to use the device of their choice for business and entertainment ■ A 24x7 support line with a fully managed 'family friendly' service ■ Simple registration and a familiar user interface ■ 15 minutes free access every day ■ Fast, reliable internet access ■ Automatic language detection

“We’re absolutely delighted to be able to expand The Cloud’s leading ‘family friendly’ Wi-Fi solution through Hospedia and its customer base in the NHS” Ian Horley, Director of Hospitality, The Cloud

How your Hospital benefits ■ Free welcome message, picture of your hospital and link to information on your website ■ Free link to Hospital Charity webpage and option to link to an online feedback service for your FFT ■ Access to free Hospital radio ■ Flexible charging options and revenue share opportunities ■ Can be overlaid on to existing infrastructure which means there's no capital expenditure requirements.

“Feedback from patients has been really positive and it is playing a key part in helping us to deliver an excellent experience when people are with us for treatment” Jenny Faulkner, Deputy Director of Nursing and Patient Experience, Royal Surrey County Hospital NHS Foundation Trust.

Patient Centred Care Platform

For more information about the exciting opportunities available, please contact wifi@hospedia.com or call 0845 414 6007

MAKING EVERY MINUTE COUNT At Styles&Wood we understand the complexity of working in live clinical environments. With an exemplary track record for delivering clinical refurbishment schemes, we provide a fully integrated range of property support and project delivery services including design, building intelligence and renewable energy solutions. Adopting the highest standards of quality and control in sterile environments, weâ&#x20AC;&#x2122;ve developed a service that respects the sensitive, clinical nature of healthcare. We make sure that every minute counts, creating flexible working programmes and solutions so that patients, visitors, wards and departments are not affected.

For more info go to www.stylesandwood-group.co.uk or contact the team on 0161 926 6000