Health Business 23.6

ISSUE 23.6 www.healthbusinessuk.net

FACILITIES MANAGEMENT

INTEGRATED CARE

TECHNOLOGY

SUSTAINABILITY

SUSTAINABILITY IN MEDICINE What can be done to improve the carbon and waste footprint of medicines?

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Troublemaker? Banned? Staff? Patient?

Face recognition solutions can scan faces of visitors, compare them to watch lists, and instantly alert security staff to known troublemakers and unauthorized people.

The software can verify authorized staff to enter specific facilities and high-risk areas, and authenticate patients during registration and entrance processes.

Aged care homes need to guarantee that only authorized staff and registered visitors are allowed to enter the living areas. A face check can support efficient access control. The technology also alerts to an unattended person wandering off or leaving the building.

Residents often lose or borrow their keys, access cards and fobs, or don’t have the mobility or capabilities to use them. Facial recognition offers an easier, more hygienic way of accessing floors and rooms.

How can automated face recognition benefit your facility? Let’s start the conversation!

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Editor’s Comment Health Business 23.6

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Contents

Contents Health Business 23.6 Sponsored by

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23

PARKING

NEWS

31

FACILITIES MANAGEMENT

33

39

FRAMEWORK

FIRE SAFETY

SIGNAGE

43

48

53

SUSTAINABILITY

ENERGY

61

FRAMEWORK

67

INTEGRATED CARE

DIGITAL

DATA Sponsored by

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TECHNOLOGY

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Health Business magazine

www.healthbusinessuk.net Issue 23.6 | HEALTH BUSINESS MAGAZINE

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PROTECTING HEALTHCARE The Addressable Door Retainer is a game-changer for healthcare fire safety. Aligning with The Health Technical Memoranda advice on fire safety within healthcare, the ADR supports phased evacuation by allowing specific zones of doors to close following the programmed cause and effect, preventing the spread of fire and smoke while enabling safe evacuation.

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News

GOVERNMENT

Victoria Atkins replaces Steve Barclay as health secretary In Rishi Sunak’s reshuffle, Victoria Atkins has been made health secretary.

She replaces Steve Barclay, who has been made environment secretary.

Atkins had served as financial secretary to the Treasury since Sunak became prime minister.

She was minister of state at the Ministry of Justice and Minister for Afghan Resettlement between September 2021 and 6 July 2022.

She was elected as the Member of Parliament for Louth & Horncastle in May 2015.

Atkins takes on the role amid ongoing strikes and negotiations over pay and conditions.

There are also warnings once again that this will be a difficult winter for the NHS.

READ MORE

HEALTH & SOCIAL CARE

Health secretary sets out priorities for health and social care Health and social care secretary Victoria Atkins has set out her priorities to make the health and social care system faster, simpler and fairer for patients.

Atkins thanked health, social care and research staff for delivering on patients’ priorities, during a week where more than 50,000 additional nurses and 50 million more GP appointments were delivered and rolled-out HIV opt-out testing to 46 areas across England.

Atkins, said: “Since joining the department, I have been bowled over by the way health and social care staff just keep on delivering for patients. The important milestones we’ve reached this week - reaching 50,000 additional nurses and 50 million more GP appointments demonstrate real progress.

“I have spent the past few weeks meeting doctors, nurses, GPs, pharmacists and other health workers and heard wonderful stories about how they have gone above and beyond to deliver outstanding care for patients and cut waiting lists.

“But I have also heard about their frustrations and where they feel they are not able to deliver the best possible care or where prevention or early intervention could have made a real difference. That is why I am committed to making health and social care services faster, simpler and fairer.”

The health secretary has committed to making health and social care services faster for patients, by making it easier to get treatment locally, improving A&E performance and cutting waiting lists; and simpler for...

CONTINUE READING

Issue 23.6 | HEALTH BUSINESS MAGAZINE

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DIGITAL

More patients to have access to their GP records online Patients at more than four in five GP practices can now have access to their new health records online.

23.5 million people can now view their test results and check their consultation notes online or on their smartphone throughout the NHS app instead of needing to contact their GP. The NHS delivery plan for recovering access to primary care, released in May, sets a target of 9 in 10 GP practices offering patients access to their records through the NHS App by March 2024.

The aim is to make it quicker and easier for millions of people to access healthcare, and also aims to free up to 10 million GP appointments a year by next winter while giving the public more choice in how they access care.

Vin Diwakar, national director for transformation at NHS England said: “I want to thank colleagues across the country who have been working hard to make this possible.

“In October alone, more than nine million people viewed their health records through the NHS App which means they can manage their own heath better while GP practices are seeing a reduction in telephone calls for things like test results.

“Boosting patient records access will undoubtedly bring improvements for both patients and staff.

“More than 4,500 practices across the country have given patients access to their future records and we strongly encourage the remaining practices to implement the change with support available to help the practices that are having challenges delivering this service to patients”.

READ MORE

AGEING POPULATION

Chief Medical Officer’s annual report warns of ageing population Chief Medical Officer, Chris Whitty has published his annual report, in which he recommends actions to improve quality of life for older adults and prioritise areas with the fastest growth in older people.

The focus of the report is on how to maximise the independence, and minimise the time in ill health, between people in England reaching older age and the end of their life.

The report is aimed at policymakers (government and professional bodies), healthcare professionals, medical scientists and the general public.

Professor Whitty says there are two ways to maintain people’s independence. The first is to reduce disease, including degenerative disease, to prevent, delay or minimise disability and frailty and the second is to change the environment so that, for a given level of disability, people can maintain their independence longer.

He also points out that the geography of older age in England is already highly skewed away from large urban areas towards more rural, coastal and other peripheral areas, and will become more so and therefore the efforts to achieve shorter periods in ill health and an easier environment for those with disabilities, should concentrate on areas of the country where the need is going to be greatest. This means that the expansion of medical and NHS services needs to be in these areas.

Whitty said: “In general, helping people maintain health is the role of public health and medicine. Improving the environment for older adults includes issues around urban planning, building design, social care and aids to...

CONTINUE READING

Issue 23.6 | HEALTH BUSINESS MAGAZINE

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News

DIGITAL

90 per cent of trusts using electronic patient records 90 per cent of NHS trusts have now adopted electronic patient records in hospitals.

189 NHS trusts have introduced new systems.

Hillingdon Hospitals and Sheffield Health and Social Care NHS trusts are the latest to go live.

In the Plan for digital health and social care, published last year, the government set a target of 90 per cent by December 2023.

NHS England is investing £1.9 billion to support hospital trusts to either adopt a new or improve their existing systems to ensure every hospital in England can benefit from digital transformation.

NHS England’s Chief Executive Amanda Pritchard said: “Thanks to the teams at Sheffield Health and Social Care and Hillingdon Hospitals, who completed their go-lives over the last couple of weeks, you have now delivered on the target for 90% of trusts to have this capability in place ahead of winter.

“Delivering that switch isn’t easy but it’s worth it because that’s the underpinning work that will enable us to benefit from new technologies.”

Health and social care secretary Victoria Atkins said: “Electronic records give clinicians access to vital patient information when and where they need it, alerting them to immediate risks and giving them more time to care for their patients.

“I am pleased NHS England has met this important target ahead of schedule and look forward to working with the health service to ensure all NHS staff have the resources they need to deliver the modern healthcare our patients deserve.”

READ MORE

LEGISLATION

Air quality bill passed in the Senedd New legislation has been passed in the Senedd, which gives the Welsh Government greater powers to improve air quality and reduce noise pollution across Wales.

The Bill was introduced to the Senedd in March 2023, and implements measures that contribute to improvements in the quality of the air environment in Wales and reduces the impacts of air pollution on human health, biodiversity, the natural environment and our economy.

The Bill will also give powers to the Welsh Government to make policies that tackle unwanted noise and protect sounds that matter to people, like the calls of birdsong and nature.

The chief medical officer for Wales, Sir Frank Atherton, said: “Wales already has a strong track record of leading the way on protecting the health of the public. The Environment (Air Quality and Soundscapes) (Wales) Bill shows the dedication and commitment across government to improve the air we breathe and promote healthy soundscapes.

“We know exposure to air and noise pollution can increase the risk of serious illness, impact our wellbeing, and reduce our quality of life.

This is why I am delighted this legislation has become law. By making our air cleaner and our sound environment better we can improve public health for current and future generations.”

Climate Change Minister, Julie James, said: “I am delighted the Bill has been passed by the Senedd. This demonstrates a collective commitment to support preventative action in relation to air, noise and soundscapes to achieve public health and environmental improvements...

CONTINUE READING

Issue 23.6 | HEALTH BUSINESS MAGAZINE

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New framework for sustainable transport NHS Shared Business Services (NHS SBS) has launched a new ‘Sustainable Transport and Infrastructure’ framework agreement, which is designed to support the NHS in lowering its carbon output and achieve its 2040 carbon net zero emissions ambition.

At the moment, the NHS accounts for 4 per cent of the country’s total carbon footprint, and emissions from travel and transport make up 14 per cent of the NHS’s overall carbon footprint. This includes 4 per cent for business travel and fleet transport, 5 per cent for patient travel, 4 per cent for staff commutes and 1 per cent for visitor travel.

To meet its sustainable transport objectives, the NHS is transitioning fleets to zero-emission vehicles, encouraging employees towards active forms of travel like cycling, walking and car sharing and looking to low carbon logistics and transportation of goods using pedal power.

In the ‘Net Zero Travel and Transport Strategy’ the NHS has committed that by 2033, staff travel emissions will be reduced by 50 per cent through shifts to more sustainable forms of travel and electrification of personal vehicles. From 2030, all new ambulances will be zero emission vehicles and from 2040, all owned, leased and commissioned vehicles will be zero emission.

Services available on the new framework include the design and build of car parks incorporating solar panels to generate and store electricity; sustainable transport consultancy services; bike hire & repair, low carbon logistics and electric vehicle charging solutions, to name a few...

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News

TRANSPORT

More top news stories from www.healthbusinessuk.net First electronic prescription service launches in Wales: READ MORE New pharmacy services to free up GP appointments: READ MORE 160 Community Diagnostic Centres to be delivered early: READ MORE Funding for extra training places for doctors in Scotland: READ MORE NHS to launch new software intended to improve care: READ MORE NHS seeks tech suppliers to tackle 8am rush: READ MORE TECHNOLOGY

NHS to use AI to boost winter response The NHS will use AI to spot patients at risk of going to hospital, so community NHS teams can get to them first and reduce pressures on A&Es. The move is part of a range of tech and data solutions being rolled out across the NHS ahead of winter.

Currently four GP practices in Somerset are trialling an AI system which can highlight registered patients with complex health needs, at risk of hospital admission or who rarely contact their GP and reach out to them for conversations about their health.

Those most at risk will then be contacted by health coaches, nurses, or GPs, who can provide a range of preventive care such as offering vulnerable patients food parcels, escalating care to specialist doctors, putting in support to avoid falls, or link them up with a local voluntary group to help avoid loneliness.

In Buckinghamshire, AI linked to electronic sensors on kettles and fridges that spot changes in patients’ eating and drinking habits is being use. Any changes are then flagged with a non-clinical Onward Care team who speak to patients, solving 95 per cent of their issues or escalating anything clinical.

In Birmingham, NHS teams are trialling an approach which uses an algorithm to predict the top 5 per cent at risk of potential hospital attendances or admissions for A&E and ...

CONTINUE READING

Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Advertisement Feature

Unpacking the new CQC framework with Radar Healthcare The Care Quality Commission (CQC) is undergoing a significant transformation in its regulatory approach, informed by the changing healthcare landscape and the lessons learned from the pandemic. The aim is to establish a flexible system that mirrors real-life experiences while ensuring safe, effective, compassionate, and high-quality care To understand the nuances of these changes and their impact on healthcare organisations, Radar Healthcare had the pleasure of recently hosting Louie Werth, director at Care Research, on their podcast, “What the HealthTech.” In the episode, Louie shared his thoughts on the CQC’s new single assessment framework, the importance of feedback, and the role of quality statements.

Importance of feedback in the new framework Feedback is at the core of the CQC’s strategy, with nearly half of the evidence categories revolving around it. This includes feedback from service users, their families, staff, leaders, partnerships, and more.

Quality statements: empowering individuals The CQC’s framework introduces 34 quality statements that set expectations for healthcare providers. These are complemented by six evidence categories specifying the evidence the CQC may request to validate compliance. Emphasising the role of feedback, the CQC aims to move away from last-minute, high-pressure inspections. Instead, they aim to encourage a culture of continuous care and feedback, empowering individuals to play a more active role in their organisations.

healthcare continuum to support their quest for excellence through incident management, risk management and audit management software, as well as quality improvement plans and workforce compliance solutions. In alignment with the digital focus of the new CQC strategy, our flexible model and interconnected modules ensure providers efficiently manage day-to-day operations whilst fostering a culture of continuous improvement. We’re proud that our system has already helped a number of organisations to reach a better regulatory rating and is driving safer outcomes for service users.”

Their partnership with North West Integrated Surrey (NICS) demonstrates this transformative impact. After just one month of implementing Radar Healthcare, patient feedback responses increased from 14 to approximately 500 per month, marking a remarkable 3,000 per cent increase.

If you’d like to hear more from Louie Werth on the CQC’s new strategy, be sure to check out the podcast, below. L FURTHER INFORMATION

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Leveraging Radar Healthcare’s incident, risk and quality solution Radar Healthcare’s all-in-one solution is instrumental in helping healthcare organisations align with the CQC’s new framework. It equips organisations with the tools necessary to seamlessly collect, document, and organise evidence, thereby facilitating the delivery of safe, high-quality care. Notable modules such as Audit Management, Action and Improvement plans, and Incident Management simplify the process of evidencing compliance and continuous improvement with the CQC. Paul Johnson, CEO at Radar Healthcare, adds, “We work with organisations across the entire

14 BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Watch the full episode below

Parking

What’s going on in healthcare parking right now?

Sarah Greenslade, public affairs and communications officer at the British Parking Association looks at some of the problems and innovations in healthcare parking The challenges of hospital parking are diverse, not least because every organisation’s situation is unique; the proximity to a town or city centre, access to public transport and whether it is managed internally or by a parking operator. I have yet to come across a trust that has ample parking and provides a parking experience without challenges.

As Kerry Wheat, group head of security and car parking at Manchester University NHS Foundation Trust and the BPA Healthcare chair, sees it: “We are always going to have the challenge of meeting demand and lack of parking capacity. If I had a magic wand to build an inflatable multi-storey car park, that would be great! Parking is provided for our patients primarily, but there is a greater demand now to support our staff post-Covid. Post-Covid, the pressures on parking spaces have increased.

Patients and visitor numbers are like preCovid levels and demand for staff parking has increased.”

As Wheat sees it, there are four key challenges – recovering from the reduced income over

Covid, the financial impact of costs rising to maintain parking services, implementing free parking concessions and re-educating staff to get back to using alternative transport where possible, to ease pressure on parking spaces and reduce emissions. Wheat reflects that: “Over the last 12 months, the cultural shift has been hard. We’ve seen a hesitancy from staff to consider alternative ways of getting to work and in some cases choosing not to return to using alternative transport or walking.”

However, Wheat acknowledges: “That with the increased applications for staff disabled parking permits, re-educating staff needs, at the same time, to recognise staff anxiety and mental health.”

The challenge of putting through business cases for even simple things like line marking or reallocation of spaces to a disabled bay are crucial to ensure the service is maintained. It is hard to quantify patient experience other than through complaints. If patients have driven around for 45 minutes before a consultation, this impacts on the way they interact with E

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F reception and parking staff and even their treatment. This needs to be taken into account.

Hospitals are trying to make themselves more accessible to individuals whether for mobility or other hidden disability reasons, yet estates and property teams need to consider what parking is lost at their entrances due to new buildings taking precious parking space. “Car parks need to be future proofed,” says Wheat. The NHS England New Hospital Programme Team are now developing new technical guidance on car parking standards which will help address some of these challenges.

What’s new?

The National Parking Platform Developments in technology, data management and software are fundamental to improving the parking experience and reliant on all these is the National Parking Platform which the government formally announced in its recent ‘Plan for Drivers’. It will revolutionise parking services including hospital parking in future.

So far it’s already working well across some local authorities, with drivers able to plan their journey, check tariffs and availability, and pay using their preferred method including parking apps, card or cash.

Solar car parks Eastbourne District General Hospital is the first trust to transform its car park by installing 2,000 solar canopies to create renewable energy. This

Parking management is an important tool to achieve other aims including net zero was achieved through the government funded Public Sector Decarbonisation Scheme. We hope to see more trusts take up this opportunity to reduce energy costs, generate income potentially, with the added benefits of providing shelter and lighting for car park users.

New parking accreditation In October, the Disabled Motoring UK and the British Parking Association launched a pioneering accreditation for accessible and inclusive parking and EV charging called Park Access. Car parks that pass the criteria would for everyone using them, regardless of their accessibility needs, be able to identify car parks and facilities, such as EV chargepoints, that they can use with ease, all of which are added to the Park Mark car park finder. In total, there are currently 40 trusts that have 300 Park Mark awarded car parks, that are on the car park finder.

Parking management central to achieving net zero Parking management is an important tool to achieve other aims including net zero. Any organisation not including parking E Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Free parking?

With a general election fast approaching, we are mindful that the last Labour Party manifesto included making hospital parking free. In reality of course, no parking is provided free, especially when the aim is to provide a seamless parking experience. Politicians of all colours should take heed of the Northern Ireland Department of Health consultation out now which makes the case for a U-turn on making hospital parking free from May 2024. It estimates that providing and

maintaining car parking services costs the health service in the region of £10 million annually, and at the same time generates funds for free off-site staff parking, and park & ride schemes.

I got quite excited when one of the speakers at this year’s National Air Quality Conference talked about the important role parking policy has in improving air quality to a room full of air quality specialists. In all parking settings this includes setting the appropriate parking tariffs, and in many cases providing free concessions and providing alternative travel.

Not charging for parking has consequences.

The financial cost of parking provision comes out of healthcare budgets which impacts patient care.

It subsidises car owners but not staff who use public transport, bike or walk.

It reduces income to invest in these alternative travel schemes and increases demand on parking spaces resulting in cars circling and stress from being late for shifts/clinical appointments/visiting hours.

It also increases emissions, incentivising car usage, undermining NHS England’s net zero targets.

For anyone that might be reading this article thinking my job does not have anything to do with parking I hope that if you have got this far you are having a rethink, because to get parking right it takes cross-team working especially in large organisations like the NHS. As Bradley aptly puts it “the rewards of getting it [parking policy and sustainable transport provision] right go far beyond achieving net zero.” L

Parking

F management in their net zero plans will find it difficult to make real gains at pace, which is what is needed right now. So NHS England’s Net Zero travel and transport strategy launched this October is very welcome, as it sets two clear targets that rely on managing parking and sustainable travel. The first one is that by 2026, all NHS organisations will have sustainable travel strategies in place and incorporated these into their Green Plans; and secondly, that in 10 years’ time, the NHS aims to cut staff commuting emissions by 50 per cent, through increased uptake of active travel, public and shared transport and zero emission vehicles. These are achievable when good parking management policies and systems prioritise those that need to park because they are not able to take up the alternative forms of transport on offer. It sounds easy put like this, but Andrew Bradley, sustainable travel lead, at NHS England’s, Net Zero Travel & Transport team points out: “This needs many departments to work together; staff management, land use, clinical [needs] and finance; and led at board level by someone who has ownership and can enthuse staff.”

FURTHER INFORMATION

www.britishparking.co.uk

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Kingston Hospital benefits from the versatility of modular construction Modular construction specialist, Wernick Buildings, has recently completed two state-of-the-art healthcare clinics in Greater London, showcasing their expertise in delivering innovative and efficient solutions to meet the evolving needs of the healthcare sector

The project arose from Kingston Hospital NHS Foundation Trust’s requirement for a purposebuilt unit to replace their aged outpatient services for gynaecology, audiology, and ear, nose, and throat (ENT) departments.

Wernick presented a comprehensive turnkey solution that encompassed all aspects of the project, including design, groundworks, and service connections.

The first completed building, known as the Gynaecology Outpatient Clinic (Willow Building), was delivered by Wernick in late 2022. The two-storey block was meticulously designed to cater specifically to outpatient needs, featuring well-appointed consultation areas, procedure and recovery rooms, staff offices, changing facilities, and accessible toilets. The Willow Building boasts an impressive exterior with sleek cladding, photovoltaics (PV) panels, and a modern plant room located on the second storey.

Throughout the design process, valuable input from clinic nurses, doctors, and staff was also incorporated, ensuring that their specific needs and preferences were met. Clinical director, Meena Shankar, expressed her satisfaction with the new clinic. She commented: “The building was ready to use very quickly and is

very modern and comfortable. We were excited about being involved with the design team from the beginning to get exactly what we wanted.”

The second clinic, known as the Aspen Building, which houses the Audiology and ENT departments, was completed in the spring of 2023. This facility encompasses a range of modern features to enhance patient care and comfort. The interior houses specialised amenities such as audio sound booths, audiology rooms for fitting hearing aids, consulting rooms, an ear lab, and clean/ dirty utility rooms. Staff facilities and waiting rooms have also been incorporated to ensure a seamless experience for both patients and healthcare professionals. Externally, the building exhibits a striking architectural design.

To maximise space, the building was also built on top of a steel gantry, with car parking spaces underneath. This required precise execution.

As the Kingston ENT Building welcomes its first patients, the positive impact on the community and the healthcare client is evident.

This modern facility has the potential to revolutionise audiology and ENT services in the region. Beyond incorporating standard NHS specifications, modular construction allows clients the opportunity to create bespoke building designs tailored to their specific needs and preferences. This flexibility, combined with a collaborative approach ensures that the outcome of the Kingston Hospital clinics meets client expectations, and delivers high-quality healthcare infrastructure. M FURTHER INFORMATION

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Understanding RAAC Back in October, the Department of Health and Social Care published an updated list on hospital sites in England that are confirmed to contain reinforced autoclaved aerated concrete (RAAC) RAAC is a lightweight form of concrete which was frequently used in public sector buildings from the 1950s until the mid-1990s. It is predominantly found as precast panels in roofs, commonly found in flat roofs, and occasionally in floors and walls.

This means that it may be found in any hospital building that was either built or modified during this time.

The Standing Committee on Structural Safety (SCOSS) has noted that: “Although called ‘concrete’, RAAC is very different from traditional concrete and because of the way in which it was made, much weaker.”

In 2023, the Health and Safety Executive declared: “RAAC is now life-expired. It is liable to collapse with little or no notice.”

In many cases, RAAC panels can easily be identified if a building’s structure is not covered by finishes or decoration, such as ceilings. RAAC

panels are most commonly found on flat roofs, but they may also be found in pitched roofs, floors or walls.

RAAC panels are light grey or white in appearance and the underside of the panels will appear smooth. The inside of the planks will appear bubbly, often described as looking like an Aero bar. Unlike traditional concrete, there will not be visible stones in the panels.

If you have drawings from the time the building was built or modified, you should review these. Common manufacturers of RAAC panels are Siporex, Durox, Celcon, Hebel and Ytong.

RAAC panels typically have a chamfer along their edge meaning there is a distinctive V-shaped groove every 600mm in the surface of the roof, floor or wall.

RAAC panels are very soft – if you press a screwdriver, screw or nail into the surface E Issue 23.6 | HEALTH BUSINESS MAGAZINE

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F of a RAAC panel you will be able to make an indentation. If there is a surface covering to the panels, you should not try to make an indentation as the covering may contain asbestos.

RAAC panels may bow or deflect. From the underside of the roof or floor you may see a ‘gap’ between two adjacent panels.

If you are unsure, assistance should now be sought from an appropriately qualified building surveyor or structural engineer with experience of RAAC to confirm if RAAC is present in any of the buildings in your estate.

The current situation According to the information published in October, there are 42 hospital sites with confirmed RAAC in the rolling national programme. Eighteen sites have been identified since May 2023, following updated monitoring guidance from the Institution of Structural Engineers (IStructE).

All the sites that are confirmed to have RAAC are in NHS England’s ongoing national RAAC programme, which is supported with additional funding of £698 million from 2021 to 2025 for trusts to put in place necessary remediation and failsafe measures.

Sites can join the programmes regardless of the extent to which RAAC is present on the estate or whether it’s in clinical or non-clinical space.

Three sites have already entirely eradicated previously confirmed instances of RAAC and have therefore left the programme.

This includes Bassetlaw District General Hospital at Doncaster and Bassetlaw Teaching Hospitals NHS Foundation Trust; Oval Depot

There are 42 hospital sites with confirmed RAAC in the rolling national programme at London Ambulance Service NHS Trust; and Kidderminster Hospital Treatment Centre at Worcestershire Acute Hospitals NHS Trust.

The seven most affected hospitals are also part of the New Hospital Programme for full replacement by 2030. These seven include Airedale, Queen Elizabeth King’s Lynn, Hinchingbrooke, Mid Cheshire Leighton, Frimley Park, West Suffolk Hospital, James Paget Hospital.

According to the Department of Health and Social Care (DHSC), where possible, RAAC is identified, visual inspections and structural surveys take place to verify its presence and level of risk. Then if the presence of RAAC E

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F is confirmed, trusts join the national RAAC programme. The programme aims to support mitigation, remediation and wider planning to maintain safety.

A Department of Health and Social Care spokesperson said: “The NHS has an established national programme to manage hospital buildings with confirmed reinforced autoclaved aerated concrete (RAAC), backed with significant additional funding of £698 million from 2021 to 2025, for trusts to put in place necessary remediation and failsafe measures. We remain committed to eradicating RAAC from the NHS estate entirely by 2035 and our approach is in line with guidance from the Institution of Structural Engineers.

“Additionally, we have announced that the seven most affected NHS hospitals will be replaced by 2030 through our New Hospital Programme.

“Where structural surveys identify RAAC in their estate, trusts are inducted into this national remediation programme. Each site will be different – and just because RAAC is present, it does not necessarily mean there is a high risk.”

Queen Elizabeth Hospital Many hospitals are using emergency supports and monitoring systems. Queen Elizabeth Hospital in King’s Lynn was built in 1980 and 79 per cent of its hospital buildings have RAAC. Based on a national expert view, the hospital has an end-of-life date of 2030. In a modernising the hospital document published last year, it was stated: “There is no ‘plan B’ for QEH – after 2030 we may not be able to continue providing

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Queen Elizabeth Hospital was built in 1980 and 79 per cent of its hospital buildings have RAAC all core services to local people. The very worstcase scenario is that parts of the hospital may have to close if a long-term solution is not confirmed.

The situation at QEH has resulted in temporary closures of services, with the critical care unit closing for two weeks in 2021 and three theatres closing for four days in July 2022. At the time, props and failsafes were installed across 56 areas of the hospital – however, this only addressed 8 per cent of the RAAC issues.

In September, hospital staff wrote to patients about the situation: “We would like to reassure all patients and their families that we have a robust rolling installation programme of steel and timber support props and ‘failsafes’ to maximise safety for our patients, visitors, and staff,” a spokesperson said.

“We have a team of skilled engineers carrying out daily structural checks across the hospital.

We appreciate it can be disconcerting for our patients and visitors when they see and hear building work taking place during their visit.

“Teams across the Trust are doing their upmost to keep disruption to a minimum while still delivering the highest possible levels of care.” L FURTHER INFORMATION

For more information click here.

Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Protecting Lives at Home and Work Are we ready for Winter 2023?

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Damp & mould: causes and solutions Damp and mould can have multiple causes, but it can be prevented and treated

gaps in loft insulation or cold bridging of structural elements resulting in beads of condensation at certain times of the day.

What is damp and mould suggesting?

Damp and mould are ‘symptoms’ of a problem and, any repairs or improvements must only be undertaken with the root cause pre-determined to uphold longterm solutions. The main reason for unfortunate ‘re-growth’ is the absence of obtaining this sought-after outcome.

When moving bedding I noticed mould behind it. Is the wall wet?

It is unlikely to be wet and the initial recognition is if the mould outbreak is within the confines of the shape of the furniture. If so, it is likely due to inadequate air circulation between the item and the cooler wall. Warm internal air migrates behind furniture and, with items close to the wall, the onward circulation is restricted and at certain times of the day condensation can occur due to the temperature differences. A simple solution is set furniture back from the walls by a few inches to uphold air circulation.

Mould was evident on items in a cupboard?

Mould on contents of any description is indicative of elevated atmospheric moisture and, can be introduced when units are opened. Warm air entering a cupboard comes into contact with still cooler surfaces whereby spores can feed on a number of available nutrients. The introduction of louvres or similar to the top and bottom of the cupboard upholds air circulation resulting in the spores remaining mobile alongside the unit finding atmospheric equilibrium with the room.

Introducing a new app: The above knowledge alongside key expert solutions is soon to be available for building owners, facilities management and contractors seeking a recognised and understandable solution for these ongoing issues. Any persistent damp and mould problems can be escalated with supporting images for a timely solution – for the long term. L FURTHER INFORMATION

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Why is there mould in one corner of a ceiling only?

Mould releases spores into the atmosphere not seen by the naked eye and, typically circulates the property when doors are opened. Warm air can introduce condensation when coming into contact with cooler structural surfaces that may be subject to Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Signage

Enhancing patient experience with signage In the busy, complex and often stressful environment of hospitals and healthcare settings, signage plays a crucial role in guiding patients visitors, and healthcare staff and has a significant impact Well-designed and well-placed signage not only contributes to the efficient flow of operations but also has a significant role in the overall patient experience.

Of course, the main purpose of signage is to quickly and clearly convey information. For this to be achieved, signage should use simple language, large fonts and concise messages.

This makes it easier for those reading them to understand and follow. Use universally recognised symbols, where possible, such as for the toilets. It is important to avoid medical jargon that patients won’t understand.

For readability purposes, it is important to have high contrast between text and background, especially in a medical setting where visitors may have visual impairments or are likely to be in a rush. Choose colours that comply with accessibility standards, but also create a welcoming and calming atmosphere.

Consistency is important, in terms of font, colour and symbols, as it creates a cohesive and professional look and is easier to follow.

Signage should be patient centric. It should provide information that is relevant and supportive. This includes directional signs to important departments, but also informational signage about services such as support groups and wellness resources.

As well as providing the above information, there should also be signs in place in case of an emergency. In line with regulations, signs should show clearly marked exit routes, evacuation plans, and the location of emergency equipment.

Depending on the demographic of your visitors, you should consider multilingual signage to accommodate patients and visitors who may speak a different language. This ensures that crucial information is available to everyone.

Where a sign is placed is of utmost importance, especially when visitors are likely to be stressed

or in a hurry. Signs should be placed at key decision points, like entrances, waiting areas and lifts.

In order to ensure the effectiveness of signage, regular audits and maintenance are necessary.

Faded or damaged signs can lead to confusion, but can also compromise safety. There should be a schedule for regular inspections and repairs and patients and staff should know how to report problems. You can use surveys and suggestion boxes to gain feedback.

You should also check that signs are updated with relevant information, for example if a department moves or if social distancing measures are no longer needed, so people are not made to wander in the wrong direction.

Effective signage is crucial to the effective running of a hospital or healthcare facility. Not only does it provide needed information, how this is presented has a significant impact on patient and visitor experience. L

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Fire Safety

Best practice for fire safety in public buildings The FIA looks at best practice for fire safety in public buildings for 2024 Like everything in life, fire safety starts with a plan. With careful planning and by sticking to the plan, you can ensure that the objectives will be met. The first place to start when looking at an existing building is the fire risk assessment.

Is it up to date? How recent is it? Does it need reviewing? Are there any outstanding actions from the previous fire risk assessment? By ensuring that the actions or recommendations identified in the fire risk assessment have been implemented; that the fire risk assessment is regularly reviewed and kept up to date with any possible changes in the organisation or building, you can reassure yourself that nothing has been missed.

One of the simplest and most costeffective methods of improving fire safety is “housekeeping”. A key step to fire prevention is general tidiness around the workplace. Store all

tools, equipment and materials away securely.

Dispose of all waste properly into a designated bin store, eliminating a build-up of potentially flammable materials. Walkways and corridors must be kept clear of any debris as this could cause a trip hazard to those escaping in an emergency. By keeping the building organised and clean and tidy, you can reduce the likelihood of a fire starting and growing.

If you are responsible for fire safety within a building, some of the things you need to consider are: Fire detection and fire alarms A fire detection and fire alarm system, when installed and maintained correctly, is an essential part of fire safety that can provide an early warning of fire within the building.

Enabling people to evacuate the building in E Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Fire Safety

It’s important that all emergency exits are kept clear of obstructions should confirm that the existing fire warning system is suitable and sufficient, and if deemed not to be, it should provide guidance on which category of system would be necessary.

F a safe manner as quickly as possible. The quantity and placement of smoke, heat and other types of fire detector throughout the building, is based on a category of system defined within BS 5839-1, the code of practice for fire detection and fire alarm systems in nondomestic premises. The fire risk assessment

Portable fire extinguishers Portable fire extinguishers are a simple but effective means of tackling small fires and preventing them from growing into large fires which can do serious damage to a building.

It is important the correct portable fire extinguishers are provided in sufficient numbers for the appropriate risk, as not all portable fire extinguishers are suitable for every fire. It is also important that the portable fire extinguishers are regularly maintained and kept in good condition. Portable fire extinguishers are rarely used in a well-managed building but if they are required to be used, it is critical that they operate correctly. Without regular maintenance and training of people on how to use them, their usefulness can be diminished.

Evacuation plan, emergency exits, fire drills It’s important that all emergency exits are kept clear of obstructions, enabling them to be used at all material times, and they should not be E

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Fire Safety

In an emergency, the normal regularly used exit might not be available because it might be blocked by fire F locked when there are people in the building.

Emergency lighting should be provided on all the escape routes. This will need to be regularly tested. To ensure that if there is a power cut, people can still navigate their way to the emergency exits and away from the building.

In the context of emergency preparedness, a fire drill is a practice run of the evacuation procedure in case of a fire emergency. This exercise should be conducted routinely to ensure that all employees are familiar with the evacuation procedures and are able to evacuate the building safely and quickly.

Fire evacuation training is an essential aspect of workplace safety. The UK government mandates that employers must have a fire safety and evacuation plan in place. The plan should include a clear passageway to all escape routes, clearly marked escape routes that are as short and direct as possible, enough exits and routes for all people to escape, emergency doors that open easily, emergency lighting where needed, training for all employees to know and use the escape routes, and a safe meeting point for staff.

When you are carrying out fire drills. It is good practice to block off the normal regularly used entrance to the building. This will force people, to use the alternative means of escape, which might not be the one that they regularly use.

A rear stairway and fire exit for example. It is the nature of people to use the things that they are familiar with. In an emergency, the normal regularly used exit might not be available because it might be blocked by fire. So, by training people to look for alternative means of escape it can aid them in a real fire situation and avoid confusion if their normal way of egressing the building is not available.

RACE is a simple 4-step fire plan that everyone can remember. It is often used as a training tool to call on in emergency situations. There are four steps: Rescue anyone in immediate danger; Alarm or alert others and call the fire and rescue service; Contain the fire by closing doors and windows; Extinguish the fire if possible, using portable fire extinguishers, but only if it is safe to do so.

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It’s important to ensure that your team is trained in how to use portable fire extinguishers and that they are instructed to carry out your fire plan in the form of fire drills or simulations, including when there are visitors to the premises.

Electrical safety When it comes to electrical safety with a fire perspective, building occupants need to make

sure that electrical sockets are not overloaded and that if extension leads are used, their leads are not left trailing, creating a trip hazard, and that they too are not overloaded. The use of

Fire Safety

Building occupants need to make sure that electrical sockets are not overloaded portable heaters, especially fan heaters, should be discouraged. When a fan heater is blocked, it can easily overheat and start a fire. Even storing combustible materials near heaters could present a risk of fire. Therefore, good housekeeping needs to be adopted to reduce the likelihood of this happening. Portable appliance testing for appliances used within the building is essential to ensure that they are electrically safe to use, in good condition and not likely to start the fire.

These tips are general guidelines for fire safety in public buildings. For more specific information about fire safety regulations in your area, you may want to consult with a local fire and rescue service or other relevant authority. L FURTHER INFORMATION

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Issue 23.6 | HEALTH BUSINESS MAGAZINE

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BRIDGER | CARR A

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Framework

A framework to speed up hospital builds NHS Shared Business Services (NHS SBS) has recently released the third-generation of its Construction Consultancy framework agreement, ‘Healthcare Planning, Construction Consultancy & Ancillary Services (HPCCAS) The Healthcare Planning, Construction Consultancy & Ancillary Services (HPCCAS) framework agreement offers the NHS and other public sector organisations the opportunity to procure construction-related services, such as architecture, civil and structural engineering and surveying.

The framework will run from 14 August 2023 until 13 August 2027.

Repair backlog It has been estimated by NHS Digital that the cost to eradicate the backlog of repairs and maintenance of the hospital estate is around £10.2bn, which is more than double the £4.7bn in 2011/12.

The NHS in England has around 1,500 buildings and if these are not regularly renovated, the safety and wellbeing of patients, staff and visitors could be at risk – as we know with the current ongoing RAAC situation.

According to recent figures, there are 42 hospital sites with confirmed RAAC and many

are being held up with temporary supports.

Queen Elizabeth Hospital in King’s Lynn was built in 1980 and 79 per cent of its hospital buildings have RAAC. New Hospital Programme The New Hospital Programme commits to build 40 new hospitals by 2030. This promise is backed by £20 billion of investment into hospital infrastructure.

As part of the hospital 2.0 concept, NHS Hospital Trusts will work with a central programme team, as well as local and regional stakeholders, to design and deliver green, energy-efficient buildings, using state-of-the-art technology to improve the health of the local population. The concept sets out how to deliver hospital schemes with greater efficiency and reduced cost.

Framework The new framework offers a comprehensive, convenient and compliant route for NHS and E Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Quattro has been at the forefront of healthcare design since inception in 1984

Our dedicated and talented team of professionals have over 30-years’ experience in the health sector, with projects ranging from hospital masterplanning to hydrotherapy pools, spanning primary, secondary and tertiary care providers.

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F other public sector organisations to purchase services from 179 vetted suppliers operating in the construction space.

The framework is free to use and includes 11 service types. The 11 services include: architectural services; project management; civil & structural engineering; quantity surveyor; mechanical, electrical and public health (MEP) services; principal designer services; multidisciplinary services; building surveyors; healthcare planning; net zero, environmental consultancy & sustainability; and ancillary services.

The net zero, environmental consultancy & sustainability lot is specifically included to support users achieve cost-effective carbon footprint reduction. The NHS is the UK’s largest employer and is responsible for around 4 per cent of the country’s carbon emissions.

Framework

The framework is free to use and includes 11 service types

The health service has committed to net zero by 2040 and 2045 for those emissions it can influence. Healthcare buildings and construction is one area where significant savings can be made when it comes to emissions.

The Healthcare Planning lot includes all elements of Healthcare Planning and strategy such as developing models of care, demand & capacity modelling, business case development, population health needs assessment, and strategic estates planning.

Melissa King, NHS SBS senior category manager – construction & infrastructure, commented: “To achieve the level of investment and regeneration required across the NHS and public sector, customers need a compliant, secure and trusted route that helps them navigate construction consultancy services through to procurement.

“To cater for regionalised procurement, 78 per cent of the suppliers appointed are small to medium sized enterprises, sitting alongside larger multi-disciplinary (tier 1) suppliers.

“Previous iterations of the framework agreement have achieved 10-15 per cent savings. With £1.6bn expected spend via it over the next four years, the HPCCAS framework agreement has the potential to achieve public sector savings of up £240m.”

The HPCCAS framework offers a convenient and compliant route for NHS and other public sector organisations to procure constructionrelated services, such as architecture, civil and structural engineering and surveying, while saving time and money. L FURTHER INFORMATION

For more information about the HPCCAS framework agreement, contact the NHS SBS team at: sbs.hello@nhs.net

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Energy

Reducing reliance on the grid Energy costs are high, especially for a large site like a hospital, which is in operation 24/7. One hospital has come up with an innovative way to produce their own cleaner and greener energy and reduce their costs A solar car park (SCP) has been installed at Eastbourne District General Hospital (EDGH), with ten solar-powered EV charge points for staff use. This makes it the first hospital in the UK with a solar carpark.

It is hoped the new carpark will produce 1,000 MWh of solar-generated electricity annually, and lower CO2 emissions by 222 tonnes in the first year.

The new solar array comprises over 2,412 solar panels across eight canopies that cover 400 car parking spaces. As high energy users, the hospital will make significant savings by generating its own renewable electricity on site, while at the same time, reducing the hospital’s reliance on electricity from the national grid.

The SCP is part of the £27m energy management contract with Veolia to upgrade Eastbourne District General Hospital, and deliver wide ranging energy upgrades and target carbon savings of 4,129 tonnes per year.

With funding provided through the Public Sector Decarbonisation Scheme for affordable, low carbon energy efficiency upgrades across

the public sector, the scheme is one of the first to take a whole building approach that accounts for how facilities and the energy delivery systems interact with each other, while maintaining an indoor environment that enhances patient care.

EV Charging The SCP will also feature ten solar-powered electric vehicle (EV) chargepoints for staff to use.

Chris Hodgson, director of estates and facilities at East Sussex Healthcare NHS Trust, said: “The completion of the new solar array is another significant step on our journey to net zero.

The solar farm alongside other improvements, including new insulation and heat pumps, at Eastbourne DGH will lead to a significant reduction in the use of energy across the site which will be a key part of our work to provide sustainable healthcare.”

Solar panels offer many benefits, and can be installed on many buildings, big or small.

Hospitals tend to have large sites and so are E Issue 23.6 | HEALTH BUSINESS MAGAZINE

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EES Group are passionate about providing energy efficient solutions.

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Energy

Solar panels offer many benefits, and can be installed on many buildings, big or small F great places to install solar panels. Car parks are an obvious place to install them, as there is a lot of unused space.

Cost Solar panels generate electricity from the sun – so the energy is essentially free. Installing your own solar panels reduces reliance on expensive energy from the grid. Over time, solar panels end up paying for themselves and represent significant savings on energy bills.

This money can then be spent elsewhere, for example essential services, maintenance, and infrastructure improvements – which can then in turn lead to improved facilities and better care for the community.

Solar panels represent a long-term investment.

They have a long lifespan of 25 years or more.

The initial cost investment results in stable and minimal energy costs for years. The initial set up and maintenance costs are paid for in the savings made against traditional energy tariffs.

Solar panels can provide your organisation with energy independence – meaning you are not reliant on or tied to fluctuating or expensive energy tariffs. Solar panels also reduce vulnerability to fluctuations in energy supply and power cuts. With battery storage systems,

solar energy can be stored and used during emergencies, ensuring critical services remain operational.

There is also the opportunity to take advantage of net metering and sell energy back to the grid and therefore even make money. There are also government incentives available that can reduce the upfront costs of solar installations. E

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Advertisement Feature

Become zero-carbon and save energy costs 2G explain how hydrogen-enabled CHP systems allow for a long-term carbon-free strategic plan and save money

Many large energy users are utilising combined heat and power (CHP) plants to provide significant financial savings on their energy bill.

Counterintuitively the energy crisis that is going on now is making the financial savings from these plants even greater. However, most CHP systems no longer save carbon. As the carbon intensity of electricity is dropping each year, it is nearly impossible to have a CHP running on natural gas to save carbon anymore, marginal savings at best. How do you balance the agenda of keeping the lights on and still trying to contribute to the environmental agenda? Hydrogen-enabled CHP systems from 2G Energy allow for a long-term carbon-free strategic plan to take place as well as benefitting from financial savings now.

The UK Government is committed to developing the low carbon hydrogen economy and has identified up to 20GW of potential hydrogen projects through to 2037. As companies and

organisations start to develop their own renewable energy sources such as wind, PV, EfW, there is nearly always a point when over generating. Utilise this excess energy and generate hydrogen. Alternatively, the gas grid is going to start with higher percentages of hydrogen in the mix and you could be lucky enough to be one of the dedicated 100 per cent hydrogen pipelines.

Running 100 per cent green hydrogen into the engine makes all the energy zero carbon. These assets are generating financial savings now and have already been paid for and will generate massive carbon savings in the near future.

Even though there are already 2G CHPs operating on 100 per cent hydrogen worldwide, there is no need to go entirely 100 per cent hydrogen straight away. 2G’s standard engines can run on blends of gases, including hydrogen at up to 40 per cent, before a simple engine retrofit is required to accommodate a higher percentage of hydrogen. Hydrogen-enabled CHP systems can use a blend of input gases and enable a gradual entry into the hydrogen economy – the sudden decommissioning or start-up of large infrastructure projects is not necessary – and these systems can reduce operational costs and carbon emissions. L FURTHER INFORMATION

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46 BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Energy

This further contributes to the NHS decarbonisation programme by reducing emissions F Net Zero The electricity produced by solar panels is clean and renewable and does not emit greenhouse gases or pollutants. By reducing reliance on fossil fuels, buildings with solar panels contribute to lower carbon emissions and help combat climate change. This is especially important with the NHS’s net zero goals.

By reducing the demand for fossil fuels, solar panels can improve air quality and therefore improve health outcomes in the local area and further afield.

Solar panels on public buildings can also promote community engagement and pride. They demonstrate a commitment to sustainability and set an example for residents and local businesses. Installing solar panels can also improve the public image of the local health authority.

Local economy The installation and maintenance of solar panels can create local jobs, and therefore benefit the local community economically.

Installing solar panels can have many benefits for the organisation that installs them, as well as the local community and the environment.

Solar panels represent significant cost savings, as well as emission savings and can create jobs for the local area.

Eastbourne DGH The SCP at Eastbourne DGH has been installed

by Veolia and 3ti.

John Abraham, chief operating officer - Veolia UK & Ireland - Industrial, Water & Energy said: “Achieving the NHS net zero targets, and maintaining the essential patient care facilities, requires a holistic building approach. By using the areas above the car park, this latest project is an excellent example of how we can transform the space above ground level to deliver renewable energy. This further contributes to the NHS decarbonisation programme by reducing emissions, builds energy security for the hospital, and improves energy cost savings.

We look forward to working with the teams at East Sussex Healthcare NHS Trust and helping them achieve their environmental goals.”

Tim Evans, founder & CEO at 3ti added: “This project is a win-win for all parties: the SCP provides low-cost and low-carbon electricity for the hospital, car park users benefit from the cover and lighting provided by the canopies, and staff with EVs can charge their cars whilst at work. EDGH has proven how simple it can be for organisations to transform car parks into a renewable energy source and leave something better behind for future generations.” L Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Sustainability

Medicines: Healing people vs. harming the planet Anna Edwards, innovation project manager at Health Innovation West Midlands, formerly West Midlands Academic Health Science Network (WMAHSN), discusses how we can reduce the environmental impacts of medicines and the challenges being faced to achieve this Healthcare contributes significantly to the UK’s carbon footprint, with medicines in particular having a profound effect on the environment.

Around 4-5 per cent of the UK’s carbon footprint is attributed to healthcare, with medicines accounting for 25 per cent of emissions within the NHS.

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Action is needed from both the healthcare industry and patients to reduce the impacts of medicines on the environment and ensure that they protect both patients and the planet.

Pharmaceutical pollution One way medicines negatively impact the environment is through spread into waterways. A study by the Global Monitoring of Pharmaceuticals has shown how some rivers in the UK have significant amounts of antimicrobials, hormones and anti-depressants within them.

This is because the human body can only break down a proportion of the medicines it is exposed to, and whatever it doesn’t break down leaves the body and enters the sewage network.

Although sewage facilities in the UK are mostly effective in providing a barrier against larger materials, they cannot completely remove pharmaceuticals. This is especially relevant in the wake of the Environment Agency’s findings that, in 2022, water companies discharged raw sewage into rivers and waterways 301,000 times, over 1.75m hours.

What can be done within the NHS? Studies show that a large proportion of health professionals have a good understanding of the global warming potential of medications, particularly the carbon intensive inhalers and anaesthetic gases. However, conflicting priorities, such as time and patient perception,

Inhalers contribute to 3 per cent of the entire NHS carbon footprint

Sustainability

As a result, there is evidence of this polluted water threatening food and water supplies, increasing the risk of antimicrobial resistance and causing species decline.

However, waterways pollution is not the only environmental problem caused by medicines.

Medicines containing greenhouse gases also contribute to the carbon footprint of the NHS and there are two particularly big offenders – inhalers and anaesthetic gases.

Inhalers contribute to 3 per cent of the entire NHS carbon footprint, especially metered dose inhalers which use greenhouse gases as propellants. Salbutamol metered dose inhalers, a type of inhaler that is often referred to as a reliever or rescue inhaler, are responsible for the largest carbon emissions of all NHS prescribing.

The second major contributor, anaesthetic gases, are responsible for 2 per cent of all NHS emissions. The NHS Long Term Plan aims to reduce this figure by 40 per cent by using alternative practices, particularly by moving away from the use of desflurane, but also looking into alternative anaesthetic processes, like Total Intravenous Anaesthesia. Addressing wastage from nitrous oxide and mixed nitrous oxide is another key area which has been audited for their use and wastage, putting into place alternative systems to address this and improving their overall environmental impact.

can influence their willingness to get involved with taking action to reduce these impacts.

There is also evidence suggesting NHS staff would like further knowledge and training in environmental sustainability. Health Innovation West Midlands undertook a study of over 70 anaesthetic staff in November 2022 and found that, although the majority believed they had reasonable sustainability knowledge, there is a desire to build their knowledge around the environmental impact of theatres and anaesthetics.

With this in mind, there are a number of things healthcare professionals can do to reduce the impact of medicines on the environment. First of all, we all must take responsibility to become informed and undertake training about the climate crisis and how it impacts healthcare and our working practices. It is also useful to connect with other likeminded professional groups – for example, the West Midlands Pharmacy Environmental Sustainability Network – which provide insight sharing and collaborative approaches for change.

When it comes to making a direct positive impact, healthcare professionals can also use sustainable principles in their own use of medicines. For example, stopping the use of unnecessary overprescribing of medications by implementing evidence-based prescribing and medicines optimisation, using antimicrobials wisely, including using appropriate course E

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Sustainability

Taking steps to ensure a healthy lifestyle will reduce the risk of needing to take medication or being hospitalised in the first place

F lengths for patients, and disposing of leftover medicines responsibly.

The healthcare industry is slowly making progress towards greater sustainability with action already taking place through organisations readying themselves to start the journey to more sustainable healthcare.

For example, Greener NHS sets guidance for healthcare organisations, and The Royal Pharmaceutical Society is in the process of developing guidance specifically for pharmacists. As we develop our response to climate change, it is likely regulators will start to include environmental sustainability requirements in their new guidance for healthcare.

What can be done by patients?

For patients, perhaps the most important element in reducing the environmental impact of medicines is prevention. Taking steps to ensure a healthy lifestyle will reduce the risk of needing to take medication or being hospitalised in the first place.

For those patients who do take medications, there is the option to ask about lower carbon alternatives – for example, using a dry powder inhaler that doesn’t use greenhouse gases as propellants. Patients can also discuss with their pharmacists, prescribers and doctors whether they are on the right medications to reduce over-prescribing and they should also make sure they are returning all unused or unwanted medication to a pharmacy for appropriate and safe disposal.

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We need to address the issue of waste from medicines

Sustainability

Looking to the future There are a number of targets the NHS is working towards as part of its sustainability journey. These targets are embedded into NHS legislation and include commitments to becoming net zero by 2040 for the emissions it controls and by 2045 for its carbon footprint.

The NHS has also developed a net zero supplier roadmap, which provides guidance on how to reduce emissions when it comes to contracting goods and services to the NHS. There are also tools in place which allow suppliers to demonstrate their sustainability and steps taken on their net zero journeys.

Looking to the next 10 years, innovation is going to be key. We need to use new technologies to achieve a gold standard of patient care, while reducing our climate impact.

This will naturally include a wider roll-out of digital solutions like remote monitoring and smart inhalers that give real-time data on patient disease state and medication effect.

There also needs to be the widespread implementation of technologies which reduce the risks of medications to patients and

healthcare professionals, such as anaesthetic gas and inhaler propellant recapture.

Finally, we need to address the issue of waste from medicines. This can be done by implementing biodegradable packaging to reduce the use of plastics and also introducing tamper proof and temperature sensitive packaging, to reduce the amount of medication being thrown away.

We initially think of the planet when we hear the words ‘sustainable medicine’ but we need to realise that, as well as benefitting the environment, it also needs to result in good patient care – protecting patients both now and in the future. L FURTHER INFORMATION

To find out more about Health Innovation West Midlands and how to reduce the impacts of medication on the environment, please visit www.healthinnovationwestmidlands.org

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Step by step, ascending the Waste Hierarchy together!

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Framework

Greening healthcare: a sustainable waste management solution for a net-zero future NHS Shared Business Services has launched its inaugural ‘Sustainable Healthcare Recycling & Waste Management’ framework to help the NHS meet its net zero targets The sustainability in healthcare dial has shifted from ‘nice to have’ to ‘essential’. On its path to net zero, the NHS has set an ambitious course to reduce carbon emissions produced from waste management by 80 per cent come 2032. Trusts will be required to make the necessary step change in waste management practices, as laid out in NHS England’s clinical waste strategy.

In its wake, NHS Shared Business Services (NHS SBS), has launched a new framework agreement with an offer that comprises pioneering sustainable waste management services and technologies. Created in collaboration with leading NHS trusts, it has been designed to support the NHS as it works towards realising its 2040 carbon net zero goals.

Every year, the NHS produces approximately 156,000 tonnes of clinical waste - equivalent to over 400 loaded jumbo jets of waste - most of which is sent for high-temperature incineration.

This has a significant environmental impact and is associated with high running costs and carbon emissions.

Published on 7 March 2023, the NHS’s clinical waste strategy sets out NHS England’s ambition to transform the management of clinical waste by eliminating it where possible, finding innovative ways to reuse, and ensure waste is processed in the most cost effective, efficient, and sustainable way.

As part of this, it aims to deliver a 30 per cent reduction in carbon emissions from clinical waste segregation (clinical waste comprises items like needles, face masks, swabs, bandages, plasters that have had contact with bodily fluids), achieve a 50 per cent reduction in the carbon emissions produced from wider waste management by 2025/26 and 80 per cent reduction by 2028-32, by increasing sustainable, environmentally friendly waste management methods.

Improving resilience to waste could save £11 million in recurrent costs.

The strategy recognises the need to improve waste management infrastructure. This priority requires in-house waste processing E Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Framework

The framework’s objective is to offer an easily accessible and compliant procurement route

F capability and capacity to be developed at local, Integrated Care System and regional level to drive efficiencies, lower costs, reduce the use of incineration and improve its resilience to unforeseen increases in waste production.

When fully implemented, the strategy is expected to help the NHS to save £11 million in recurrent revenue costs every year, over the next 10 years. It is also expected to lead to a 30 per cent reduction in carbon emissions, helping to deliver the NHS’s ambition to be net zero in its estate by 2040, and minimise environmental harm to patients, staff and the wider community.

NHS trusts and healthcare organisations, therefore, are required to undertake the necessary work to accomplish this. This may well mean changing suppliers of clinical waste processing. But that can be easier said than done. How are stretched procurement teams meant to understand the complexities of myriad waste management solutions available? They may struggle to find the resource and capacity to undertake the market research as well as the ensuing procurement exercises required to access the latest solutions for sustainable waste management available.

Sustainable Healthcare Recycling & Waste Management To support them, leading corporate services provider, NHS Shared Business Services has launched its inaugural ‘Sustainable Healthcare Recycling & Waste Management’ framework

agreement, with an offer designed to support the NHS to meet its carbon net zero ambitions.

Free to access, the framework agreement has been developed in collaboration with Barts Health NHS Trust, Greater Manchester Mental Health NHS Foundation Trust, Pennine Care NHS Foundation Trust, Bolton NHS Foundation Trust and vendors of pioneering sustainable waste management services and technologies.

Its objective is to offer an easily accessible and compliant procurement route with the very latest sustainable waste management offerings, and to make sustainable management expertise easily obtainable.

NHS Shared Business Services procurement framework gives NHS organisations and the public sector access to 30 carefully vetted and selected vendors of innovative sustainable waste management solutions, and an agile means to quickly find, appoint and buy services and solutions compliantly, cost-effectively and at pace, hence supporting them to achieve their green plan goals.

Access to innovative technological solutions to reduce the carbon footprint Comprising 26 Lots (service types), the framework agreement provides services centred around the principles in the waste hierarchy including: recycling and waste consultancy; sustainable asset management/waste repurposing solutions and technology; clinical healthcare waste; reusable sharps; sanitary and washroom services; commercial and household waste; food recycling management services; hazardous waste; confidential recycling and waste destruction and disposal; and total recycling and waste management. It also covers recycling and waste minimisation products like on site bio-digesters, aerobic waste digestors, compactors, and bins; and sustainable waste management technology like pyrolysis and microwave solutions.

Some notable innovative technological solutions that can be accessed via the framework agreement include: pyrolysis – decomposition through heating material to a

54 BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Choice of procurement routes There are two routes to procuring services using the framework agreement – direct award or further competition.

The direct award route allows the purchaser – subject to procurement regulations - to award a contract directly to a supplier, enabling them to obtain solutions at speed.

The further competition process (sometimes called mini-competition) re-opens competition under the framework agreement. Procuring parties can ask suppliers to submit proposals

There are two routes to procuring services using the framework agreement – direct award or further competition

Framework

high temperature without oxygen, releasing the energy trapped inside it which in turn can be used to heat the hospital estate. It has huge potential to support them in their sustainable waste management; and aerobic bio-digesters, essentially a machine that creates a form of onsite accelerated composting and can be used to significantly reduce food waste volumes taken off-site.

Also included is microwave treatment, which utilises a heat source to decontaminate various types of medical waste, which can then be managed without high-heat incineration.

The framework agreement provides customers with the ability to source all requirements as part of a single solution for recycling and waste management.

and costings to help them select the most appropriate services and drive further efficiencies.

The framework agreement runs from 23 October 2023 until 22 October 2027, has a range of pricing options and capped rates have been secured with structured and controlled price review provisions from year two, to ensure users have cost certainty.

Best practice waste management reduces waste, improves compliance and delivers significant cost savings from lower waste volumes. This plays a crucial role in minimising harm to the environment and increasing resource utilisation, in turn reducing carbon generated from waste, and saving taxpayers money. L FURTHER INFORMATION

For further information contact: sbs.hello@nhs.net

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Advertisement Feature

EXPERT PANEL THE NEED FOR MEDICAL COLD CHAIN DEVICES

Medical cold chain devices are essential in healthcare to ensure the safe storage and transportation of temperature-sensitive medical products.

Health Business spoke to Mr. Marnick Dewilde, chief sales officer at B Medical Systems and Dr. Erica Monfardini, director of global pharma and strategic partnership at B Medical Systems to find out more

Marnick Dewilde, chief sales officer, B Medical Systems

Dr. Erica Monfardini, director of global pharma and strategic partnerships, B Medical Systems

Marnick Dewilde oversees worldwide sales of medical refrigeration and blood management solutions. With 30+ years’ experience, he leads sales, business operations, and commercial excellence.

He was formerly chief commercial officer at Molecular Plasma Group and held various roles at DuPont Luxembourg, including the Ebola outbreak response in 2014-2015.

Dr. Monfardini combines science and business experience. She graduated in Veterinary Medicine and has a PhD. She gained extensive experience at Baxter healthcare, then joined PriceWaterhouseCoopers as a director. Later, she served as director of Administration and Finance at the University of Luxembourg and now works for B Medical Systems.

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Cold chain devices are generally used for preserving and transporting vaccines, blood products, medications, and biological samples that require strict temperature control to maintain their efficacy and safety and we began by discussing what the devices can be used for.

Erica said: “It’s important to highlight the increasing significance of the medical cold chain in the context of global health challenges and technological advancements. These devices are not just limited to preserving vaccines and biological materials; they are pivotal in the broader scope of medical logistics, particularly in responding to global health emergencies and facilitating medical research.

“In the realm of global health, the efficient use of medical cold chain devices has been instrumental in managing health crises like the COVID-19 pandemic, as they played a crucial role in the research, production, and distribution of temperature-sensitive mRNA vaccines, which require ultra-cold storage. This capability has not only saved countless lives but also underscored the need for robust cold chain infrastructure worldwide, especially in developing countries where such facilities are limited.”

We moved on to discussing how cold chain devices work.

Marnick explained: “The working principle of these devices revolves around maintaining a consistent temperature environment, typically between 2°C and 8°C, though some products may require ultra-cold temperatures as low as -80°C. This is achieved through a combination of insulation, refrigeration technology, and temperature monitoring systems.

The efficient use of medical cold chain devices has been instrumental in managing health crises “The insulation in these devices is designed to provide a thermal barrier, minimising the impact of external temperature fluctuations, and is often made from advanced materials such as vacuuminsulated panels or polyurethane foam, which offer high thermal resistance.

Refrigeration technology in these devices can vary, however. Some use traditional but very reliable compressor-based systems, while others employ more advanced technologies. In ultra-cold chain devices, cascade technology, liquid nitrogen or dry ice might be used to achieve the extremely low temperatures ▶

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The safety and efficacy of pharmaceuticals is paramount; thus, precision in temperature control is non-negotiable ◀ required for certain medical products,

such as in the case of some COVID19 vaccines or genetic material.

“Temperature monitoring is another critical aspect. These devices often include digital temperature monitors or loggers that continuously record the internal temperature. This feature ensures that any deviation from the required temperature range is quickly identified, allowing for prompt action to protect the contents.”

When designing medical cold chain devices for the modern lab, there are several things to consider. Marnick explained that a multifaceted approach is essential to meet the demands of healthcare today.

He said: “The safety and efficacy of pharmaceuticals is paramount; thus, precision in temperature control is nonnegotiable. Engineers must design systems capable of maintaining consistent thermal conditions, even in the face of fluctuating external temperatures or power outages, to ensure the integrity of sensitive medical products like vaccines, blood samples, and biological tissues.

“Modern labs also require devices that can integrate seamlessly into their operations, calling for user-friendly interfaces that facilitate ease of monitoring and quick responses to

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any temperature excursions. Moreover, as labs increasingly adopt digital infrastructures, cold chain devices must be equipped with smart technology for remote tracking and data logging, enabling real-time decision-making and compliance with stringent regulatory standards.

Both panellists mentioned the importance of sustainability, with Erica pointing out: “Labs and healthcare facilities worldwide are increasingly driven by green mandates, seeking out partners who can provide ecoefficient solutions. Engineers must prioritise sustainability not only in the operation of these devices but throughout the entire lifecycle, from production to disposal.”

Marnick added: “With an escalating focus on eco-friendly practices, engineers are tasked with creating devices that are energy-efficient, utilise green refrigerants, and are constructed from recyclable or biodegradable materials without compromising on performance or reliability.”

Erica continued: “It is essential to understand that the design of medical cold chain devices not only hinges on engineering prowess but also on the broader context of their application within the healthcare ecosystem.

“We must therefore consider the confluence of global health objectives with local operational realities. Engineers need to design with a global vision, ensuring devices are versatile enough to function in varied infrastructures, from state-of-the-art labs in urban centres to mobile clinics in rural or disaster-struck areas.

This requires a deep engagement with partners across different regions to understand diverse environmental conditions and logistical challenges, leading to solutions that are

universally reliable yet locally applicable. For example, locations that do not have access to a national electricity grid would need a solar powered medical cold chain that is reliable and that can guarantee temperature stability, something that solar-powered refrigeration units such as our SDD models can offer.

Furthermore, these devices need to be user friendly, easy to handle, and adapted to the environment they are going to be placed in.

The attention to details becomes of paramount importance in sites where installations can be mishandled by untrained staff.”

We finally moved on to discussing the benefits offered by the most recent medical cold chain devices.

Marnick highlighted some of the many advantages: “These state-of-the-art devices have significantly bolstered the ability of entire healthcare systems to store and transport medical products safely, ensuring that life-saving medicines reach patients in optimal condition.

“One of the key benefits of these modern devices is their enhanced reliability.

They are engineered with incredible precision temperature controls that utilise advanced sensors and feedback systems, maintaining a stable environment critical for temperature-sensitive medical products.

This precision ensures that vaccines or even blood samples, for instance, are always kept within their required temperature range, thus preserving their efficacy from production to administration.”

Erica agreed: “The enhanced reliability of modern cold chain devices translates directly into expanded access to healthcare.

By ensuring the safe transport and storage

of medical products, we’re able to support healthcare systems in reaching wider populations, including those in remote or underserved regions. This reliability also builds trust among stakeholders, from regulatory agencies to the end-users, which is crucial for successful health initiatives.”

“Smart technology integration goes beyond monitoring—it’s about creating a connected ecosystem that brings together manufacturers, distributors, healthcare providers, and patients. It’s a tool for transparency and accountability in the supply chain, enabling proactive management of medical products and fostering a data-driven approach to healthcare delivery. It can then indeed be boosted further to promote priceless coordination among stakeholders, such as the pharmaceutical industry and cold chain providers, something that would have a great impact at the onset of a potential pandemic.”

Marnick also pointed out that they are becoming easier to use: “These devices have become more user-friendly, with interfaces that are easier to navigate and systems that require minimal training to operate. This usercentric design promotes widespread adoption and minimises human error, contributing to better overall outcomes in the preservation and delivery of medical treatments.”

As our panellists have pointed out, cold chain devices are essential in healthcare to store and transport medicines and samples safely. These devices already offer many benefits, but they are likely to only get better as time goes on and research and development continues. M FURTHER INFORMATION

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Advertisement Feature Written by Glen Hodgson, head of healthcare, GS1 UK

How will the Digital Clinical Safety Strategy deliver safer patient care?

Glen Hodgson, head of healthcare, GS1 UK on the role of digital in improving patient care and safety advice, guidance and support to organisations with implementation; and introduced The Outcomes and Registries programme7 to improve patient safety and outcomes in procedures that use high-risk medical devices.

In September 2021, NHS England published the Digital Clinical Safety Strategy1. The strategy was in part prompted by recommendations proposed in the Independent Medicines and Medical Devices Safety (IMMDS) Review2, which emphasised the need for greater traceability of high-risk medical devices. The review followed reports that hundreds of patients had suffered ‘avoidable harm’ caused by three medical-based products; primodos, sodium valproate and vaginal mesh.

Baroness Cumberlege, chair of The Review stated, “the system is not good enough at spotting trends in practice and outcomes that give rise to safety concerns.” In response, NHS England made a commitment in the Digital Clinical Safety Strategy to “accelerate the adoption of digital technologies to record and track implanted medical devices”.

Two years on, what progress has been made?

Driving national change Evidence gathered from the Scan4Safety programme3 has proven that “[using] barcodes to track data and devices has reduced device and patient identification errors”. This was further reinforced in the government’s 2023 mandate to NHS England4 , which stated that “by March 2024, all trusts should adopt barcode scanning of high-risk medical devices and submission to the national, mandatory Medical Device Outcome Registry.”

NHS England have since5 launched a Scan4Safety website6 with a suite of guidance materials and practical information on how to get started; benchmarked Scan4Safety awareness with board members, and provided

Scan4Safety: the bigger picture Scan4Safety is centred on the adoption of GS1 standards to uniquely identify every person, every product, and every place. Data is captured in barcodes that, when scanned at the point of care or use, update relevant systems and/or validate that data before a patient encounter.

The fundamental principle of Scan4Safety is to provide greater transparency so that products and devices can be traced from manufacturer to patient. This means that in the event of a product recall or if a patient reports of an adverse event, it is possible to track the product batch/lot to both the manufacturer and patient to minimise the risk of harm.

Scan4Safety also supports manufacturer and supplier compliance with international medical device regulations and the Medicines and Medical Device Act8. Used in isolation, it is virtually impossible to harness the full benefits of Scan4Safety. Responsibility falls to all healthcare stakeholders to drive adoption and deliver safer, more efficient and better patient care. L FURTHER INFORMATION

www.gs1uk.org/healthcare References 1.

2.

3.

4.

5.

6.

7.

8.

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https://www.england.nhs.uk/patient-safety/ digital-clinical-safety-strategy https://www.immdsreview.org.uk/ downloads/IMMDSReview_Web.pdf https://healthcare.gs1uk.org/scan4safety https://www.gov.uk/government/publications/ nhs-mandate-2023/the-governments2023-mandate-to-nhs-england https://www.england.nhs.uk/patient-safety/ digital-clinical-safety-strategy/progress https://scan4safety.nhs.uk https://www.england.nhs.uk/outcomesand-registries-programme https://www.legislation.gov.uk/ukpga/2021/3/enacted Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Integrated Care

County Durham Care Partnership: Number 10 Downing Street visit and hospital discharge Michael Laing; director of Integrated Community Services at County Durham Care Partnership gives an update on care in the county “Success is best when it is shared” has been attributed to Howard Schultz business leader and author. It was certainly the message the County Durham Care Partnership were trying to communicate to colleagues from the Number 10 Delivery Unit when they visited us recently to look at hospital discharge.

Our guests from Number 10 asked us two questions. First “what is the “secret sauce” that makes hospital discharge work in County Durham?” Secondly, “what else could Government do to help?”

The ingredients in the “secret sauce” include positive relationships between individuals and partners, integrated posts, shared responsibilities, using the expertise and capacity of all partners and strong and effective commissioning.

The visit was hosted by our partners from Carehome Selection. Around the table were staff from adult social care, our NHS Trust, community services and commissioning.

County Durham is slightly unusual in that we

have a lot of integrated and joint posts. This pays dividends in hospital discharge as it helps us take a view across health and social care. Some examples: I work as a director in the Council and executive director in the Trust as well as system lead for hospital discharge.

Our Commissioning Team is fully integrated and is led by a person who is a director in the Integrated Care Board and the Council.

These joint posts mean that responsibility for hospital discharge rests with senior staff working across partners. We don’t get into debates about organisational boundaries because the two most senior posts working on hospital discharge span organisations.

Add to this our working relationship with Carehome Selection (CHS). They have been critically important in working with our residential and nursing care home providers to find beds for people leaving hospital. They are trusted by the providers, work with them every day. CHS have a detailed knowledge of both bed capacity and staffing. E

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Integrated Care

The significant additional Government funding to support hospital discharge was of course, welcome F What does this mean in our day-to-day operations? In short, we take a joint approach to patients who are ready to be discharged.

We never, ever get into “passing the patient” between partners. Every day we scrutinise the Discharge Ready List. This then forms the basis of our discussions at our daily 12 noon multi-agency team meeting. The partners who take an active part in this meeting include the Trust’s Discharge Management Team, CHS, the Adult Social Care Hospital Social Workers, the Housing Team, staff from the mental health trust and our Continuing Health Care nurses.

These meetings bring together a range of skills and expertise with a strong focus on patients and getting shared solutions.

Our work on hospital discharge relies on and is underpinned by our commissioning. Over many years working with our providers we have incrementally shaped the adult social care market to meet need. This means that over winter we had bed capacity in adult social care and domiciliary care. At Durham County Council we have invested in adult social care. Not only in beds but also in the skills of the workforce.

We have a Care Academy which supports new entrants to adult social care and develops the skills of more experienced staff. Independent sector provider staff have access to the Trust’s training resources. A special mention should go to community services nurses who train our care home staff and share their expertise generously.

“What else could Government do to help?”

The significant additional Government funding to support hospital discharge was of course, welcome. Some of that came with requirements which didn’t reflect local circumstances in County Durham where we had invested in care home capacity and the workforce. The Ministerial Letter on Winter Planning in Adult

Social Care which came out at the same time as the funding set out the range of activity that we need to get right to have successful hospital discharges. The more detailed Policy Note for the funding was more restrictive and we would welcome more local flexibility to meet local needs.

We also need to look at charging for hospital discharges to care home beds. It is a major concern for patients and families and sometimes delays discharges. Charging was suspended for the 6 weeks after discharge during the Covid pandemic. For councils, we have to apply the charging regulations equitably and avoid unfairness.

The feedback from the Number 10 Delivery Unit was positive. It was encouraging that Number 10 staff wanted to listen, question and share their experiences. However we can’t be complacent. We expect next winter to be challenging. The way we will get through it by remembering Warren Buffet’s comment “Partnership… is an emotional alliance… between people who are committed to each other’s success”. L

Michael Laing, Director of Integrated Community Services, County Durham Care Partnership

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Advertisement Feature

Advancements in communication technologies for the healthcare industry The healthcare industry is constantly evolving, and with it, so are the technologies that support it.

One area where significant advancements have been made is in communication technologies.

From body cameras and CCTV to integrated communications systems and two-way radios, these tools are helping to enhance security and improve patient care in healthcare facilities.

This editorial will explore the latest innovations in communication technology and how they are being applied in the healthcare industry.

The power of body cameras and CCTV in streamlining healthcare services The use of body cameras and CCTV in healthcare facilities has proved to be a powerful tool in streamlining healthcare services.

With integrated communication systems, these technologies are able to enhance security, improve patient care, and facilitate efficient communication among healthcare professionals. Body cameras provide a firsthand perspective of patient interactions, allowing for

better documentation and accountability. While CCTV systems enable real-time monitoring of medical facilities, ensuring the safety of both patients and staff including the use of Artificial Intelligence to analyse behaviour and monitor known troublemakers, helping increase a security teams’ efficiency. By integrating these technologies into healthcare operations, healthcare providers can enhance efficiency, improve patient outcomes, and provide a safer and more secure environment for all. The power of body cameras and CCTV in streamlining healthcare services cannot be understated, and their impact will continue to grow as technology advances.

Enhancing healthcare communications with integrated systems and two-way radios Integrated systems and two-way radios play a crucial role in enhancing healthcare

64 BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Navigating health environments through public address and voice alarm systems Integrated communication systems play a vital role in navigating health environments through the use of public address and voice alarm systems. These technologies enable healthcare professionals to effectively communicate important information to staff and patients throughout the facility. Public address systems allow for clear and concise announcements, ensuring that everyone is informed and aware of any critical updates or emergency situations.

Voice alarm systems provide an additional layer of safety by automatically alerting individuals in the event of a fire or other emergency. By leveraging integrated communications, healthcare providers can ensure that communication is seamless and timely, creating a safer and more efficient healthcare environment for all.

transmission of patient data, safeguarding it from unauthorised access or breaches.

By implementing robust security measures, healthcare providers can instil confidence in their patients that their personal information is being protected. This, in turn, builds trust and promotes a positive patient experience. With the rapid advancements in communication technologies, healthcare organisations must stay vigilant and proactive in their approach to security, prioritising patient data protection and privacy at all times.

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communications. These technologies allow for seamless and efficient communication between healthcare professionals, ensuring quick response times and improved patient care. Integrated communications systems enable real-time sharing of information, such as patient updates and emergency alerts, across different departments and locations within a healthcare facility. This promotes collaboration and coordination, ultimately leading to better outcomes for patients. Two-way radios, on the other hand, provide instant and reliable communication between healthcare teams, enabling quick decision-making and efficient resource allocation. By leveraging these communication technologies, healthcare providers can create a more connected and responsive healthcare environment, addressing the needs of busy professionals and providing timely access to healthcare services. Further, two-way radios are increasing incorporating functions to help reduce the amount of devices personnel need to solve solutions, from man-down alarms for lone working, and indoor and GPS tracking to monitor routes and security checkpoints are maintained.

A glimpse into the future: new developments in communication technologies for the healthcare sector Integrated Communications will continue to revolutionise the healthcare sector in the future. As technology advances, we can expect to see even more innovative applications of integrated communication systems. For example, we may see the integration of artificial intelligence and machine learning algorithms into these systems, enabling more efficient data analysis and predictive capabilities. This could lead to improved patient outcomes, as healthcare professionals will have access to real-time insights and personalised recommendations. Additionally, advancements in wearable technology may allow for seamless integration with integrated communication systems, providing healthcare providers with valuable patient data and allowing for remote monitoring and virtual consultations. The future of communication technologies in healthcare is promising, and we can look forward to exciting new developments that will further enhance patient care and streamline healthcare services. L FURTHER INFORMATION

www.2cl.co.uk contact@2cl.co.uk 02380648500

The role of security in patient data protection and privacy In today’s digital age, patient data protection and privacy are of utmost importance in the healthcare industry. Integrated communications systems play a crucial role in ensuring the security of sensitive information. These technologies provide secure channels for the Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Data

Why mobilised data is the most valuable tool in healthcare Dr Martin Farrier, chief clinical information officer at Wrightington, Wigan and Leigh Teaching Hospitals NHS Foundation Trust on data As chief clinical information officer at Wrightington, Wigan and Leigh Teaching Hospitals NHS Foundation Trust, Dr Martin Farrier feels there should be a shift in focus from what is inputted into an EPR system towards what is outputted, such that the information can be mobilised and enable improvements to care practices. Building on his own experiences of data saving lives using EPR data, Dr Farrier’s view is that healthcare IT systems, such as the trust’s Sunrise EPR from Altera Digital Health, are just as important, if not more so, than our hospital buildings. This is because they enable the movement and reuse of data. Dr Farrier

explains why mobilised data is the most valuable tool in healthcare and that this will especially be the case in the maturing ICS context.

Reflecting on the start of the pandemic, the data we held was collected for a single purpose and could only really be used for that purpose.

We did not have the tools to extract data effectively and the data was too often entered in a way that could not be searched. Typically, that was as free text entry. Seeking to alter the way that we collect data can make it transferrable. The journey that data makes is important and its mobility enables it to be more than a single point. E Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Data

Healthcare is starting to understand the value that technology can offer F From innovation borne from necessity, there are many lessons learned The global pandemic, in the shadow of which healthcare continues to struggle, forced us to design systems that didn’t exist. Whilst they were needed for the recording of care, they were designed with the knowledge that the data generated from the system would be needed to plan services. Once we managed to develop the systems and configure our EPR to help create a database of COVID-19 patients that could be used and updated in real time, we were able to streamline our processes. This helped garner an accurate list of people, we could identify all the positive tests, and then cross-check that with the clinical notes and confirm true cases, admissions and outcomes. Using this data, we were able to reduce mortality of COVID-19 patients in our care.

The real-world importance of this information reinforced the real value that high-quality, mobilised data can provide. Our EPR helped pull together many data points including survival data, comorbidities and length of stay – which ultimately helped improve the patient experience, and, more importantly, improve

outcomes. Monitoring the role of continuous positive airway pressure (CPAP) in the management of respiratory failure associated with COVID-19 is one example of how we used data to quickly identify and prove a potentially viable treatment option for a specific cohort of patients, as explored in the BMJ Open study. We also learned how, globally, this therapy could have significance economically for healthcare provision in under-developed countries.

The journey of COVID-19 data and its movement is possible because of it being transferrable. It was collected because clinicians needed results and records. It exists where they need it, but it can travel. This data can be put together with co-morbidities and with treatments. We can compare all of those to outcomes. When we do that, the power of data is unleashed. No longer is it used to record a choice for an individual, but it becomes the story of the population and the evidence we need to make choices for all.

We now have the ability to determine the most appropriate treatments and improve patients’ chances of recovery. It is this evolution of data that raises hope that we are moving in the right direction — especially in a maturity ICS context where data sharing and interoperability are vital.

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Data

Although the healthcare industry may continue to lag behind other industries such as banking or aviation, healthcare is starting to understand the value that technology can offer. Data that is mobilised and able to be reused, can help relieve the immense pressure on resources, while supporting the need to improve and streamline the patient journey. This is bolstered by a cultural shift that is taking place as more of the workforce appear to be receptive and open minded to embracing digital tools – and I sense this is also linked to recognising the benefits that meaningful and accurate data can provide Striving for patient empowerment Information technology needs to be on a level playing field with physical hospital assets, as you cannot provide care to patients without either. In the future, our health system will not function effectively without suitable IT systems embedded. The patient journey has the potential to be so much more connected with the right IT systems sharing data that can be used for analytical purposes beyond the need for which it was first recorded, but this also requires significant investment.

The paternalistic relationship between doctors and their patients is starting to shift in terms of who is in control of the data, but it has the potential to evolve further so that patients are truly empowered and at the centre of their care. Paternalistic relationships are no longer accepted across many of areas in society, and now, because of this shift in data usage, it is no longer accepted in healthcare.

The EPR should be a data source, not a destination WWL has been live with Altera Digital Health’s Sunrise™ EPR since 2016, with the data functionality being transformed in recent years.

Dr Martin Farrier, chief clinical information Officer at Wrightington, Wigan and Leigh Teaching Hospitals NHS Foundation Trust

Being the single provider for the area under one local authority with 350,000 patients, and an integration with the Greater Manchester Care Record, the trust is able to operate smoothly in the Integrated Care System (ICS) context. An agile way of working has enabled us to adapt to new standards, and really make the most of the data we are capturing. The EPR provides a treasure trove of data, but just collecting and storing it shouldn’t be the extent of ambitions for digitally enabled healthcare. We must use the data for a greater good, and as a system we need to realise its true potential by sharing positive experiences, while always striving to improve and allowing all stakeholders to recognise the value of working collaboratively.

Ultimately, the data from the EPR could serve a larger system that is owned by the patient, and so the EPR would be the data source, rather than the data destination. L

Information technology needs to be on a level playing field with physical hospital assets

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EXPERT PANEL IMPROVING COMMUNICATIONS TECHNOLOGY

Communications is an important part of the health service, but one we don’t often think too much about. Fast and efficient communication is essential for good patient care. HB spoke to Ian, Josh and Luke from 2cl Communications about the importance of good communications

Josh, commercial manager: security & communication integration

Ian, technical sales manager: radios and bodycam

Luke - business development manager: public address & voice alarm

Our Commercial Manager since 2021, Josh leverages diverse experiences spanning FMCG, professional sport, infrastructure transformation projects, technology, data, and digital consultancy. His focus is to deliver fully integrated security and communication solutions to our clients.

Ian joined the Mobile Radio industry in 1994 and moved to 2CL in 1996 as a Field Service Engineer. In 2013 Ian joined Radiotrade, a Motorola distribution company, as Technical & Training Manager.

Ian returned to 2CL in 2016 as Technical Sales Manager and is responsible for complex technical purchase enquiries and bids.

In November 2022, Luke assumed the role of Business Development Manager at our company. He takes the lead in overseeing 2CL’s Public Address and Voice Alarm sector. Additionally, Luke holds an LLB (Hons) degree and offers invaluable legal guidance and support to 2CL when necessary.

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Communications and AV has come a long way over the last few years, and particularly since the start of the pandemic. One notable example is over-the-phone and video appointments, allowing patients to speak to a medical professional without having to leave their house. Virtual wards have been transformational, treating patients at home and freeing up more beds in hospitals.

Luke explained how far we have come in communications and AV within the healthcare sector. He said: “AV technology has profoundly transformed healthcare over the past decade.

Multimedia devices have empowered doctors and medical teams with enhanced audio and video capabilities, revolutionising decisionmaking processes. The exponential growth in technology adoption within healthcare over the last decade has been remarkable.

“In recent years, video conferencing has gained traction for diagnosing patients, leveraging improved sensors and data logging for precise issue identification. This innovation has not only afforded doctors more time but also slashed costs arising from missed appointments.”

Artificial Intelligence is one area that has taken off recently. Luke commented: “Artificial intelligence and robotics have enabled remote minor surgeries, conducted by surgeons across different countries, marking a significant leap in healthcare practices.

The pandemic expedited AV technology adoption in healthcare, mitigating risks for medical teams. Applications facilitating patient

Multimedia devices have empowered doctors and medical teams with enhanced audio and video capabilities access to medical records, repeat prescription orders, and GP appointments surged in the last five years. Digital signage systems have become commonplace, boosting patient safety and care standards.”

All of these advancements have and can lead to better patient care, patient experience and patient outcomes. Luke added: “These AV advancements have not only enhanced patient experiences by streamlining access ▶

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The need for staff to carry multiple devices to fulfil their role will reduce to a single unified device ◀ to medical records and prescriptions but

have also revolutionised training through interactive methods. The healthcare sector’s increased embrace of AV technology promises a generation of adept medical professionals capable of performing procedures with reduced errors, harnessing embedded Artificial Intelligence in surgeries.”

Following on from this, we moved on to discussing what we can expect in healthcare communications in the near and distant future.

We are likely to see more remote consultations and treatment in the case of virtual wards.

However, could we also see operations being carried out remotely, by robots in the room and surgeons elsewhere? With advances in technology, there are many possibilities.

Ian said: “The ongoing impetus to unify communication platforms such as traditional radio technology, cellular and broadband services has seen positive developments in handheld device technology. The ‘all-inone’ device, which was only a notion a few years ago, is now readily available in the marketplace.”

Manufacturers are constantly trying new things, as Ian points out: “Manufacturers are keen to provide integration with Internet of Things (IoT) devices which will greatly expand the feature set of new communications systems. IoT devices are now being employed

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in healthcare environments for equipment and patient monitoring and it is feasible that the data provided by these devices can be pushed to multi-mode handheld equipment to provide a real-time status of the patient or equipment.

This data can then be shared quickly with other team members to ensure that high standards of care are maintained improving the patient experience.”

He continued: “Physiological monitoring solutions are already in use across some communications platforms, relying on a wearable device with data being transmitted to designated recipients. As technology and hardware advances it is anticipated that the range of data that can be forwarded by these devices will increase.

“The need for staff to carry multiple devices to fulfil their role will reduce to a single unified device”.

When a healthcare organisation is looking to upgrade their communications and AV equipment, it can be quite daunting. Where do you begin? It is important to consider what you want to achieve, as well as set out your budget for any upgrades you want to implement.

Josh offered some advice for healthcare organisations looking to upgrade their communications and AV equipment.

He said: “The rapid evolution of communication technologies offers a significant chance for healthcare organisations to instigate lasting efficiencies across their assets, constructing smarter, purposeful, cost-effective, and scalable ecosystems. However, this opportunity brings its own set of challenges.

Many existing infrastructures have evolved over the years, cobbled together through disparate

procurement processes that didn’t prioritise or foresee long-term sustainability.

“Given the progress in technologies, especially hybrid systems enabling on-demand software deployment, healthcare organisations now have the chance to assess their specific needs and craft an integrated deployment and upgrade plan in line with a predefined strategy.

More suppliers are recognising the importance of providing adaptable solutions ready for seamless integration.”

You should always consider consulting and working with an expert, who will be able to look at what you have now and advise on what best to do next.

Josh continued: “Partnering with a trusted technology advisor becomes pivotal in leveraging specialised expertise, and delving into options that amalgamate communication and security technologies such as access

control, CCTV, PA/VA, radios, incident management, and venue intelligence. This collaboration aims to establish a centralised command and control system, ultimately serving as the elusive single source of truth for both operators and management.”

Good communications are essential for any healthcare organisation to run smoothly, whether its communication with patients, between staff or across departments. Advanced communications can even improve patient care and save clinicians and patients time, as well as trusts money. When looking to upgrade or improve communications, it is important to consider what you want out of an upgrade and consult with an expert before embarking on your plan. M FURTHER INFORMATION

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Is the health sector ready for the ISDN switch-off?

The UK is phasing out traditional ISDN and PSTN telephone networks by 2025 in favour of a digital infrastructure based on Internet Protocol (IP). GP surgeries have been set an even earlier deadline of 2024 to make the switch

While this transition to digital will make communications much smoother in the long-run, there’s growing concern that many healthcare organisations are unprepared for potential disruptions.

Those who haven’t already made the switch should do so sooner rather than later to future-proof their communications. Voice over Internet Protocol (VoIP) systems, which enable seamless audio calls over the internet, and are therefore considered ‘plug and play’ compared to ISDN lines involving high costs for new extensions and maintenance, can offer healthcare organisations many benefits and opportunities.

As a matter of fact, the flexibility of VoIP networks means they can easily fulfil the demands of healthcare facilities needing to dynamically scale their communication infrastructure. Through a VoIP network, staff can use either cordless DECT IP handsets or desk IP phones supporting Wi-Fi anywhere

in the building. Premium IP handsets have antibacterial housing, to limit the spread of germs, and programmable alarm buttons for emergencies – both of which are vital features in a healthcare setting.

The devices also receive regular firmware updates, to help keep them secure.

By proactively transitioning to VoIP before the 2025 deadline, healthcare institutions can address potential challenges and minimise disruptions to patient care. As VoIP pioneers, at Snom we know all about the benefits that this technology can offer – so we’d be happy to offer our support as your organisation makes the switch.

Find out more about Snom’s solutions below. L FURTHER INFORMATION

www.snom.com/en

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Digital

Digital innovation to improve the health service Ahead of the Digital Health Rewired conference in March 2024, Matthew Taylor, chief executive of the NHS Confederation, explains why innovation and greater use of technology hold significant potential to improve the efficiency and effectiveness of the NHS We live in a fast-paced, digital age, and it is important that the NHS keeps up. Greater and improved use of technology can benefit the service by enabling the delivery of better quality and faster care to patients, as well as relieving pressures on leaders and their staff. Whilst there are plenty of exciting innovations on the horizon such as AI, there are also a number of existing innovations which if adopted and implemented could further improve the efficiency and effectiveness of the NHS. Recently we highlighted the potential that care co-ordination hubs can bring in helping manage demand and the capacity in the system. These digital hubs combine technology and collaboration. They are dedicated community teams of healthcare professionals carrying out at-home visits to those in need, and help patients go to the appropriate care point, in order to move away from A&E attendance and quickly divert people to the right place.

However, to make these hubs successful, it is essential that there is buy-in and collaboration

across the whole system. To implement these more widely, we know that partnership working will be important and through building trust with partners in order for data to be shared fluidly, this model can evolve to include other aspects such as risk stratification, data for population health modelling and prevention.

While it will of course take time and resources to fully implement, these hubs have already been successfully run in trusts such as Royal Wolverhampton.

Another exciting innovation on the horizon is AI, which can be used for a myriad of purposes in healthcare; from optimising elective recovery waiting lists, to supporting clinicians with diagnosis. In August, an AI healthcare research project was announced, funded by UKRI. This highlights that AI is a growing area of interest and will be a key piece of the puzzle in the future of healthcare. It’s important to approach AI use with caution, as care must be taken to train models on diverse datasets to ensure algorithms do not exacerbate health inequalities. E Issue 23.6 | HEALTH BUSINESS MAGAZINE

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F Innovation adoption like this also requires a deep understanding of the problem, engagement with the people who will be impacted and ensuring futureproofing of the innovation by sustaining ways to make it financially viable, as outlined in our scaling innovation practical guidance.

Furthermore, in healthcare, we need to make sure we can walk before we can run; there are several fundamental IT issues within organisations where data does not link up which limits the potential of more novel and innovative technologies. Shared health and care records need the ability to go beyond system boundaries and data needs to be shared between different IT systems to enable access and usability. By having a fluid convergence of data records between mental health, primary care and social care, services can meet the needs of the local area they look after. There has been some movement with data sharing and that is the Data for Research and Development Programme which is underway across the UK after getting funding from Treasury and with Secure Data Environments being set up across the country; this will help with access to data, safely and securely for external researchers, which will provide insights that can benefit local communities. To add, in the realm of data, the Federated Data Platform and Associated Services document published this year will also create a massive change to the NHS’s data infrastructure going forwards.

Digital transformation is also not just about the technology alone or the procurement of software but about the processes, culture, governance, and ways of working to meet people’s needs.

While the above highlights today’s picture, we know that future innovations can help with the gaps in the workforce.

Digital

We know that digital roles can fill capacity needed to deliver against targets We know that digital roles can fill capacity needed to deliver against targets, especially in places like the virtual ward rollout. Innovation can increase workforce, skills, capacity and capability in digital and data to deliver on key NHS digital transformation programme and as per Hewitt recommendations. However, for the Hewitt recommendations to come to life successfully, we need to get the basics right before we implement so we can harness what this digital era can provide. Such opportunities include delivering co-ordinated systems, as well as the sharing of data across invisible organisational boundaries (something I’ll be sharing at next year’s Rewired conference in March). Getting the fundamentals right can start from our ICS digital leaders programme, that presents the right conditions for digital transformation which is not the IT, but the vision, the workforce and organisational barriers.

This means for the future of digital technology usage within the NHS we need focused investment and understanding of what different areas need. Digital holds a lot of potential but should be anchored on solving a problem, rather than shiny and new solutions which may not satisfy system needs (something I’m looking forward to discussing with others at next year’s Rewired conference in March).

Also, taking a local approach will enable more successful innovation; more local involvement and engagement helps inform understanding about what data exists and what it’s used for.

These platforms present opportunities for modernising infrastructure, reducing risks of data breaches and putting stronger controls around data access. But it’s not enough on its own – the system still needs to be transparent and regularly engage with patients, the public and healthcare professionals and there are still many concerns about privacy, ethics, cost and private sector involvement.

What we have in our hands is a bright future ahead for the NHS and innovations in the digital sphere will help provide this exciting future, improving care for all up and down the country.

We do however need to be thoughtful on how we can implement these innovations so they can be as effective as they can be to health leaders, their staff and the people they care for. L Issue 23.6 | HEALTH BUSINESS MAGAZINE

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EXPERT PANEL TACKLING HEALTH INEQUALITIES WITH DIGITAL

The NHS England Business Plan for 2023/2024 included the importance of improving digital infrastructure to tackle health inequalities and make it easier for people to access primary care services. Also this year, the Hewitt Independent Review of Integrated Care Systems (ICS) highlighted the need to support digital inclusion for better patient engagement with digital health tools

Mark Burton, UK health & social care lead, Virgin Media O2 Business Mark is responsible for driving forward the digital journey of integrated care beyond physical surgery and hospital walls and into the homes and hands of care providers, as well as achieving improved digital inclusion across the health sector and all patient groups.

Graham Walsh, medical director, Yorkshire & Humber Academic Health Science Network Graham oversees digital transformation and innovation, as well as acting as a clinical and digital advisor to both industry, NHS, and independent healthcare organisations.

He is a strong advocate for healthcare technology and recognises the importance of patient involvement in digital transformation.

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Andy Williams, interim chief digital officer, Harrogate and District NHS Foundation Trust Andy Williams is a nationally recognised chief digital information officer with over 25 years’ experience leading health and social care digital delivery. Andy has delivered large-scale, digitally inspired change throughout the health and social care system ensuring that clinically led change is delivered by teams with a patient focus.

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Health Business spoke to Graham Walsh, medical director at Yorkshire & Humber Academic Health Science Network; Mark Burton, UK health and social care lead, at Virgin Media O2 Business; and Andy Williams, interim chief digital officer, Harrogate and District NHS Foundation Trust about the importance of digital inclusion.

We first began discussing the topic of why digital inclusion in healthcare is so complex.

Graham Walsh said: “Digital inclusion in healthcare is so complex because everyone was forced to rapidly adopt digital services in 2020. The pandemic created a huge shift for us all and changed how we interact with healthcare. There was a necessity for healthcare professionals to work remotely while digitalisation expanded at pace bringing the industry several years forward in the matter of months. This means that training to ensure staff and end user access has become critical.

As technology has become more sophisticated, some professionals are unable to operate it efficiently.”

Andy Williams agreed: “The Covid-19 pandemic played a significant role in the rapid digitisation of how we provide healthcare services. While we cannot ignore that this has greatly improved speed and efficiency in our healthcare systems, it has also exacerbated digital exclusion, particularly among individuals with complex circumstances and vulnerabilities.”

“During and following the pandemic, there was a profound sense of fear among many

“The Covid-19 pandemic played a significant role in the rapid digitisation of how we provide healthcare services” professionals within the clinical workforce about how they provided A&E treatment and attended to Covid-related symptoms. This fear trickled down to many patients, who wanted to seek general advice but became apprehensive about entering health institutions with a heightened risk of illness.”

Mark Burton added: “When it comes to healthcare, it is probably one of the least digitally transformed public sector services – E

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“Phones, devices and reliable broadband is a luxury for many people in today’s current climate, making digital health services impossible to access” F I’d go so far as to say it is digitally deprived.

The workforce, the backbone of everything the health sector does, is people – and if they are not connected, they are by default digitally deprived. It comes down to lack of investment in infrastructure and training. Without proper investment to ensure that people have the right tools and the skills to use them then we will not see a successful digital integration.”

As mentioned previously, digital exclusion widens healthcare inequalities. We discussed why digital exclusion is a problem and how it manifests itself.

Mark Burton said: “Due to the current state of the economy, the healthcare sector has already had huge knocks and has been severely impacted. When looking at it from a digital perspective, as more health services move online and people are unable to access them, by default, they will be at a health care disadvantage.

“The cost-of-living crisis has meant more people are turning to voluntary and charitable services for the most basic necessities. Phones, devices and reliable broadband is a luxury for many people in today’s current climate, making digital health services impossible to access.”

Andy Williams said: “As we see more healthcare services becoming paperless and moving online, this comes with a greater

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risk of patients facing digital exclusion and being unable to access basic and necessary healthcare services. What is more concerning is that consequently, this can have a knock-on effect on people’s health and wellbeing, particularly for the older and more vulnerable groups in society.

“With the backdrop of the cost-of-living crisis, having access to the latest technology such as smartphones, iPads, and laptops is seen as a luxury. Following the pandemic, we have witnessed significant global trading issues, which in turn have raised the prices of these devices. At the same time, this cannot be said for people’s current salaries and disposable income.”

We moved on to discussing what role healthcare providers can have in promoting digital inclusion. Andy Williams said: “Healthcare providers can promote digital inclusion by offering tailored, user-friendly solutions to strike a delicate balance as we gradually move towards a digitally transformed future in healthcare.

“They must also implement robust cybersecurity controls for NHS Trust/Integrated Care Boards (ICBs) to provide reassurance for health workers and patients. A barrier to implementing a fully digitised system is the recent rise in cyber-attacks on patients and organisations’ data, which, consequently, is creating fear and impacting the uptake from clinicians.”

Graham Walsh added: “Healthcare providers have a critical role in promoting digital inclusion. They urgently need to use technology to enhance access to healthcare and not widen the digital gap.

“Digitalisation will only increase in the years to come, and healthcare providers have the power to work directly with communities

to improve digital access, whether that’s by setting up digital hubs for in-person guidance on how to use technology and tools like the NHS app or working with external partners to provide SIM cards for cheaper, or free, data plans. Offering technology and connectivity plans will become ever more important as the economic crisis continues, allowing the poorest and most vulnerable communities to get online to access health services.”

Mark Burton concluded: “It is critical that healthcare providers play a role in promoting digital inclusion. Firstly by adopting a positive attitude to digital transformation and ensuring that all staff have the skills to use tools and to support end users in access healthcare solutions effectively.

“The ICS system is a fantastic opportunity but there needs to be this desire to change. The health sector is risk averse, but we shouldn’t allow that to hold us back. The holistic care that’s provided to patients in the new structure is one of the biggest positive leaps for decades – if it is implemented correctly. The clue is in the title – integrated care.”

Finally, we moved on to talking about what other options there are in tackling digital inclusion. Mark Burton said: “We must think outside the box in this climate – it’s absolutely within the gift of providers to provide digital access at points where people are using the service. Digital hubs could be established at food banks so people can use access to gain healthcare advice and GP appointments. There’s lots of things we can do to give people access

“Digital exclusion can be tackled head-on if all digital healthcare solutions are user centric” at the extreme ends of the spectrum. But it is a spectrum – there are also people who do have access, they just don’t have the skills to use it.”

Graham Walsh added: “Digital exclusion can be tackled head-on if all digital healthcare solutions are user centric. The NHS app will become an increasingly important tool for patients and professionals accessing healthcare, and what healthcare providers must do is to not only ensure that patients are able to access the NHS app easily, but to establish efficient data streams so all patients can access their medical data on the move at any time.”

Andy Williams concluded: “One significant challenge is that financial mechanisms do not support collaboration, or the new structure introduced by ICBs. Although the financial community is working on overcoming these challenges, it’s not a quick process and it takes time for mechanisms to adapt to the new system. This is creating further confusion and integration challenges among entities on where they can share and access their data and systems efficiently.” L FURTHER INFORMATION

www.virginmediao2business.co.uk/ digital-in-healthcare/ Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Improved services without paper SMS Technology is a leading software company that has revolutionised the healthcare industry by developing innovative solutions to eliminate the need for paper in hospitals.

The problem Traditionally, hospitals and healthcare providers relied on paper-based systems to manage audits and critical information, resulting in cumbersome, time-consuming, and errorprone processes. This led to a significant amount of paperwork

that needed managing, storing, and archiving. The use of paper in healthcare also risked important information getting misplaced or lost and hindered accessibility and shareability, causing inefficiencies and redundancies.

The solution SMS Technology recognised the need for a more efficient system to manage information in healthcare facilities.

Their software provides a customisable platform for managing critical data efficiently and quickly, tailored to specific needs and requirements.

The benefits The benefits of SMS Technology’s software are

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significant. By eliminating paper-based systems, healthcare providers can enhance patient safety, reduce errors, and increase efficiency.

Key benefits include increased efficiency, cost savings, enhanced data security, and improved collaboration among healthcare providers.

The future SMS Technology’s software has already had a significant impact on the healthcare industry, and they aim to continue transforming it with advanced solutions while upholding strong corporate and social values. L FURTHER INFORMATION

www.sms-tech.org

Using AI in training

Technology

Sponsored by

Researchers at the National Robotarium of Heriot-Watt University, in collaboration with the Dundee Institute for Healthcare Simulation of University of Dundee are developing an AI-empowered system which will help trainee surgeons learning to conduct laparoscopic (or keyhole) surgery to complete their training more quickly The self-training system called AILap will use artificial intelligence and will combine machine learning and machine vision technologies with low-cost physical box trainers to provide users with real-time feedback that improves their keyhole surgery techniques and skills.

Over the last few decades, keyhole surgery has become common practice for a number of procedures, including operations on the gastrointestinal tract where suturing is vital.

At the moment, the current assessment and training methods are time consuming, labour intensive, access limited, and costly.

According to a recent survey by the Fellowship Council, up to 56 per cent of fellows who had finished their training were not able to sufficiently execute laparoscopic suturing.

Surgical trainees identified laparoscopic suturing as the most deficient, yet the most important skill, at the conclusion of their surgical training.

It is hoped that the new technology will support surgical trainees to increase their access to training through self-directed exercises and also benefit from immediate feedback powered by AI. Clinical academics responsible for the training of surgeons will also be able restructure their

programmes to teach more trainees with the support of AI. The project is composed of researchers from the National Robotarium at Heriot-Watt University, alongside academics from the University of Dundee and has been awarded £600,000 from the UK Government by the Engineering and Physical Sciences Research Council, part of UK Research and Innovation.

In September, the National Robotarium celebrated its first anniversary and AILap is the latest in a series of transformational projects associated with the facility.

The National Robotarium is supported by £21 million from the UK Government and £1.4 million from the Scottish Government through the £1.3 billion Edinburgh and South East Scotland City Region Deal.

The National Robotarium is a partnership between Heriot-Watt University and the University of Edinburgh which combines HeriotWatt’s engineering heritage and strengths in robotics for hazardous environments, manufacturing, healthcare, and human-robot interaction with the University of Edinburgh’s expertise in space, construction, and humanoid robotics. E

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Technology

Sponsored by

This pioneering AI technology has the potential to deliver faster and cheaper training for surgeons F AILap project lead and National Robotarium academic, Dr Mustafa Suphi Erden, said: “Laparoscopy training takes a significant amount of time to learn and currently requires access to training platforms and guidance from expert surgeons who are often time-poor. That’s why AILap technology has the potential to play an incredibly important role in supporting professional training in our public services and health systems.

“We hope AILap will enable training a greater number of surgeons without the need of an expert supervision. The technology will work with off-the-shelf components so it will be affordable and accessible for health care systems around the world.

“At the National Robotarium, researchers are passionate about developing robotics and AI innovations that can be harnessed to tackle the biggest challenges in healthcare. Whether in the field of robotic surgery, laser surgery, assisted living, or early diagnosis for diseases, we’re driving research and building partnerships that can change lives.”

Stewart Miller, CEO of the National Robotarium, said: “We launched the National Robotarium a year ago with the mandate to develop AI and Robotics solutions that will help people live safer, healthier, and more productive lives. Technologies like this have enormous potential to address key challenges we face as a society, such as the significant time and resources it takes to equip prospective surgeons with the knowledge, practice, and experience of laparoscopic procedures.

“The announcement of this pioneering research project follows 12 months in which our dedicated teams of researchers, academics and engineers have delivered a breadth of cutting-edge innovation on the world stage in social and medical care, agritech, the global energy transition and beyond. AILap is another important milestone in that story and one which I believe demonstrates Scotland and the UK’s role at the forefront of global developments in AI and robotics.”

UK government minister for Scotland Malcolm Offord said: “This pioneering AI technology has the potential to deliver faster and cheaper training for surgeons in the UK, meaning improved skills and better outcomes for patients.

“The UK Government is supporting the National Robotarium with £21 million investment helping to foster this world-leading research as well as delivering high-quality jobs and bringing sustainable economic growth to the region as part of our £300 million investment in South East Scotland.” L Issue 23.6 | HEALTH BUSINESS MAGAZINE

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EXPERT PANEL DIGITAL TRANSFORMATION

HB spoke to Andrew Cowling, channel marketing manager, Ricoh Scanners; Rob Arendt, managing Director, iDocs Soutions; Dr. Vijay Magon, managing director, CCube Solutions; and Jeff Chapman, business process consultant at Azets Document Solutions about digital transformation in the health service

Andrew Cowling, channel marketing manager at PFU (EMEA) Limited – a Ricoh company Andrew Cowling has been working in the document management industry for a number of years and is the channel marketing manager for PFU (EMEA) Limited – a RICOH company. He is responsible for working with key partners across EMEA around what is driving the demand for digital transformation within key verticals such as healthcare and the associated benefits.

Rob Arendt – founder of iDocs Solutions / iDocs365

Dr. Vijay Magon - managing director, CCube Solutions

Responsible for the business development, daily operations, as well as development and implementation of strategies commensurate with developing and bringing to market best of breed AI enhanced software solutions that, through automation increase efficiency, productivity and give our clients and partners the competitive advantage necessary to excel.

Prior to founding the company, Vijay Magon spent 15 years working in the defence industry in research-based roles. He has a PhD in particle physics from The University of London and held research posts at The Rutherford Appleton Laboratory in the UK and CERN in Geneva. Vijay Magon is active in developing and guiding the future direction of the ECM industry.

He is also a member of the Institute of Physics.

Jeff Chapman, business process consultant at Azets Document Solutions With over two decades of expertise in leading Digital Transformation initiatives, Jeff possesses an extensive understanding of the evolving digital technology landscape, and how companies such as Azets Document Solutions can steer the NHS towards a future that is firmly anchored in the advancements of the 21st Century.

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Vijay Magon spoke of the importance of digital records: “84 per cent of healthcare organisations believe that their hospital has been impacted by incorrect or missing data, due to paper processes in the last 12 months.

Productivity, teamwork, and the patient experience are constantly at the top of every healthcare organisation’s priority list. The problems were further compounded during the Covid pandemic - Digital health records do help to reduce face-to-face contact to protect patients and staff, minimise the risk of Covid19 infection, and provide practitioners the ability to access patient information anywhere without compromising the integrity of care provided. Digital transformation, including paper-lite initiatives, is essential in the health service but must comply with regulations and help increase patient care quality.”

Rob Arendt agreed: “Despite numerous government initiatives over the decades, it’s safe to say, the NHS is still drowning in paper.

“Therefore, the need for digital transformation, such as digitising paper records, cannot be overemphasised. E

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We first began talking about the benefits of digital transformation and why it is needed in the health service.

Jeff Chapman began by highlighting the benefits: “The secretary of state for health in 2019 said, ‘We need technology to make life easier for overstretched staff, saving money for the NHS, and freeing up time and money which can be used to provide better care.’

“Based on these principles, by implementing a digital transformation strategy where less time is spent on administration, increased efficiency can be realised to support fast and secure access to records, thus making the records instantly available to all healthcare providers.

“Innovation will provide quick, safe, and secure access to medical records by reducing the amount of paper record storage; this will save millions of pounds, free up real estate costs, and allow the space to be used for clinical purposes.”

Andrew Cowling added: “The healthcare sector generates many sources of paperbased information, such as patient records, medical notes, x-rays reports and regulatory documents. All these documents can be difficult to access, store and share, with medical notes needing to be manually moved to where they are needed, slowing processes, and holding up medical care. Documents are at risk of fire, loss and theft, whilst auditing and providing secure access to personal information can be difficult.”

The healthcare sector generates many sources of paper-based information, such as patient records, medical notes, x-rays reports

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Advertisement Feature F ”The strategy aims to reduce administrative tasks, many of which are repetitive and can already be automated resulting in; enhanced efficiency, faster access to medical records, reduced storage space, cost savings and above all, release of enormous amounts of value currently held in paper records, be it structured or unstructured data.”

Having discussed the benefits of digitisation, we looked at what digital transformation strategies healthcare organisations could consider.

Andrew Cowling said: “A digital transformation strategy enables healthcare organisations to achieve their goals and objectives through a clear plan of action. For example, if a healthcare provider wanted to implement a document management system, they might begin by assessing the current state of their document storage and identify targets to reduce stored paperwork. This could be followed by developing a roadmap for digital transformation through the use of production scanners to scan patient records.”

Vijay Magon said: “When considering IT solutions it’s important to make detailed and informed decisions around the approach to legacy records (records already in existence prior to go-live); the Day-Forward Approach (how records are created and managed once the project has gone live); and How the project will go-live and be rolled out (once we know how and what records will be digitised, how rapidly will the project be rolled out across the organisation).”

Rob Arendt pointed out the importance of taking a wide-ranging approach: “Healthcare organisations looking to undergo digital transformation should consider a multifaceted strategy that encompasses technology adoption, process optimisation, as well as digitisation of paper records.

“With data management and analytics, adoption of Electronic Health Records by transitioning from paper to digital records for efficient data management and sharing.

Leverage big data analytics to gain insights from large datasets for improved patient care and operational efficiency.

“Implement AI and Machine Learning and utilise it for diagnostic support, predictive analytics and personalised medicine.

“Automate mundane repetitive tasks such as billing, scheduling as well as coding, discharge letters and summaries.”

Jeff Chapman added: “Adopting a digital transformation strategy is a technological upgrade and a space-efficient solution. It allows for repurposing valuable office space into extra clinician rooms, for example, and can eliminate costs associated with external storage solutions.

“A well-implemented digital strategy aligns with regulatory requirements, ensuring adherence to laws like the General Data Protection Regulation (GDPR). It protects patient data integrity and provides a transparent audit trail, thereby mitigating risks of noncompliance. Adherence to standards like BS 10008 and ISO 27001 further ensures compliance and underpins patient confidentiality.”

We moved on to talking about the innovations that are currently available and the areas of healthcare in which they are being implemented. The biggest topic of conversation was AI. Jeff Chapman said: “Significant innovations in development will take the NHS into the 21st century, allowing better visibility and enabling data to be shared between hospitals.

“Innovations such as AI and automation will lead the way; software that pulls together records will allow the NHS to use its resources better and enable different systems to talk to

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each other, so medical records can flow freely across the NHS. “As Covid-19 demonstrated, by bringing together data, the NHS will become more effective and deliver better patient healthcare.

“Using data will enable doctors to spot patterns of illness and the effectiveness of vaccines and drugs; this will mean achieving the ultimate goal of providing transformational care for patients in the future.”

Andrew Cowling added: “Artificial Intelligence is currently the big growth area throughout healthcare, particularly in the area of diagnosis.

Through the use of high quality digitisation and exceptional image processing, both text and graphics can be accurately digitised to provide a training model for artificial intelligence.

Once trained, the AI can help assist clinicians with decision-making and development of personalised treatment plans.”

Vijay Magon commented: “The majority of document management solutions in use in hospitals in the UK provide facilities for capturing, managing, and delivering patient records. A key requirement at most sites is to capture the legacy paper records – records which have been typically collated and managed over the years with few, if any, guidelines on how to manage paper records – there is a large variation in the way hospitals file paper records, ranging from random storage within paper folders (worst case) to organised filing within tabs or sections held in such folders. Consequently, the high investment required to sort, prepare, and digitise such records for use by practitioners, is difficult to justify. As a result, scanning processes are put in place to digitise the patient records using the quickest and cheapest options – ie. scan the records as they are found!”

By bringing together data, the NHS will become more effective and deliver better patient healthcare Rob Arendt concluded: “Implementing generative pre-trained transformer type solutions, trained on large language models using natural language processing techniques, to automate clinical coding of digitised paper records in the NHS, can significantly streamline administrative processes. It will ensure uniformity and accuracy in interpretation and categorisation of clinical data, essential for reliable health records and payments.

“This will streamline data entry, increase accuracy and consistency, process data much more efficiently, and enhance data quality. Whilst data-driven decision making, will identify care gaps, leading to improved monitoring and reporting and personalised patient care resulting in improved patient outcomes through Quality-of-Care Outcomes Framework (QOF).”

The opportunities of digital transformation are many for the health service with improved record keeping and improved efficiency among them. However, it is important to plan and really consider all aspects of a digital transformation before beginning. L FURTHER INFORMATION

www.pfu.ricoh.com/emea andrew.cowling@uk.fujitsu.com www.idocs-365.com r.arendt@idocssolutions.com www.ccubesolutions.com www.azets.co.uk/ads Jeff.Chapman@azets.co.uk

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Technology

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Embracing technological transformation in adult social care: techUK’s vision Alex Lawrence, head of health & social care, techUK sets out techUK’s Five Point Plan for CareTech In April 2023, the minister of state for social care highlighted decades of neglect in adult social care, calling for long-overdue action. Given alarming demographic trends and a frightening shortage of care staff, it is indisputable that technology must play a key role in the UK’s ability to address this neglect.

It was with this in mind that earlier this year, via our Social Care Working Group, techUK developed the “The Five Point Plan for CareTech”, setting out the transformational potential of digital, data, and technology across the care sector. The report delves into the critical challenges facing adult social care and underscores the revolutionary potential of technology-based solutions.

Addressing the pressing issues of an aging population and surging demand for quality care, the report envisions digital innovation as the catalyst for improving health-span, enhancing quality of life, and generating significant societal and economic benefits.

Technology is the cornerstone for reshaping adult social care, enabling citizens to lead

independent lives and empowering care providers to deliver personalised services.

As highlighted in the report by Sir David Pearson, chair of TEC Quality, and former president of the Association of Directors of Adult Social Services (ADASS): “there is now a groundswell of opinion that digital solutions can significantly benefit health and care in the third decade of the 21st century. People realise that technology helps to meet additional needs arising from demographic change and the demands this will place on health and care services.”

We were also honoured to have the endorsement of Clive Gilbert, senior policy and research manager at policy connect, who shared his personal experience accessing assistive technology through the care system: “When I was 15 years old, my life changed. My special needs school referred me to the Communication Aids Project (CAP), a government programme that provided technology to help children and young people with significant communication difficulties E Issue 23.6 | HEALTH BUSINESS MAGAZINE

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Technology

We must provide citizens with a clear overview of the technology available to them at a local level F (like me) access the school curriculum, interact with others and make a successful transition into adulthood.” Clive’s story highlights how integrated services can have profound impact on people’s lives.

Making recommendations across five key areas, this report serves as a call to action for stakeholders across the spectrum, from policymakers and care providers to technology innovators and citizens, to come together and shape the future of adult social care through digital transformation.

1. Citizen-focused outcomes Digital poverty and exclusion are currently significant barriers to the uptake of innovations that improve the provision of care.

Understanding the national prevalence of these issues is a crucial first step. Following this, the government must seek to address digital poverty and exclusion by better coordinating efforts between government departments, in particular the Department of Health & Social Care (DHSC) and the Department of Levelling-Up, Housing, and Communities (DLUHC).

One solution that has been proposed for facilitating joined-up services is Citizen Health Accounts, put forward in the Hewitt Review commissioned by the Government. These would require health and care providers to publish relevant data held on an individual into an account that sits outside the various health and care IT systems. Although this is ambitious, it is already happening in pockets across the country,

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and we strongly urge government to investigate supporting the programme at a national scale.

Further to this, we must provide citizens with a clear overview of the technology available to them at a local level, creating digital libraries to provide clarity and support inclusion. The NHS App is already going some way towards providing this service, but partnership with providers of existing digital solutions across health and care will be crucial to ensure the App provides a comprehensive service.

Underpinning the report is the need to develop a clear methodology for co-producing technology-based care solutions. The TSA recently published Six Tips for Successful CoProduction, providing a great starting point for those looking to listen to the lived experience of people and their families.

2. Investment Local authorities face challenges across the board, including navigating a complex and fragmented funding landscape, dealing with large increases in costs due to inflation, managing interest rate volatility, and addressing National Living Wage rises. It is crucial that, in tandem, the UK’s social care workforce is developed, and that this is backed by centrally driven support for technology deployment.

The recent NHS Long Term Workforce Plan recognised that “the challenges described are not unique to the NHS, and the NHS does not operate in a vacuum”, calling out the impact of “pressure in social care, which impacts patient flow through the healthcare system and builds demand by increasing the burden of disease and complexity of conditions over the longer term.” Despite this, there is no equivalent plan for the care workforce.

Investing in new digital skills in professional development pathways for both social care

practitioners and the domiciliary care workforce would make the sector a more attractive place to work and grow. As such, the UK desperately needs a comprehensive training and development strategy for care workers.

3. Collaboration There is widespread recognition that to improve outcomes and experiences for UK citizens, collaboration between the health and social care sectors is imperative. With the advent of “place-based care” as a popular concept, it has become clear that a more nuanced view of collaboration is necessary. Within a highly complex social care landscape, where the provision of care is the responsibility of over 18,000 different organisations, technology has the potential to drastically improve outcomes.

This report recommends that services should be redesigned around a whole-system approach where a case worker can oversee an individual’s needs, empowered by technology.

It also emphasises the necessity for social care providers to be included as equal partners in the Integrated Care Strategies, for which ICPs have a statutory duty to create.

To further promote the collaboration we need, techUK called for the systematisation of best practice sharing, which is already happening in pockets across the NHS. Such changes would be unlocked by the removal of obstacles to budget pooling, enabling shared incentives across the NHS and care providers.

4. Data and interoperability Recipients of social care often move between care settings, receiving primary, acute and domiciliary care. This means that capturing and sharing information with an individual, their family, and different services is crucial to providing high quality care. Better use of

Innovation cannot take place without true collaboration

Technology

Sponsored by

integrated technology and data that can follow citizens throughout their health and care journeys is a key ambition for the UK. However, the ability to make this a reality is hindered by the complexity of the interoperability landscape. With longstanding debates around the definition of interoperability, and a continued lack of clarity concerning the mandating of standards, there is much confusion about how data can best be used to provide more effective social care.

While progress has been made within the NHS in recent years, social care remains at an early stage in the interoperability and data journey.

The standardisation of data formats and terminologies, investment in IT infrastructure to update legacy IT, and a commitment to embed the principles of barrier free data sharing and exchange, would significantly improve citizens experience of care.

5. Industry as a partner Innovation cannot take place without true collaboration between social care providers and the supplier community. Ultimately, the shared ambition to improve outcomes for citizens should facilitate the breakdown of barriers and enable fruitful partnerships that improve the quality of care. We urge the Government and public sector stakeholders to implement to address these challenges, many of which are fundamental financial and cultural issues.

Currently, the public looks at social care through the lens of the NHS, and until we see a top-down change that places social care on par with health, radical system change is unlikely to follow.

Ultimately, techUK’s Five Point Plan is a call to action. We urge stakeholders to embrace technological solutions and transform the landscape of adult social care. By integrating technology, fostering collaboration, and addressing key challenges, it is possible to create a future where citizens live healthier, happier, more independent lives. But to get there, this ambitious undertaking requires collective commitment, innovative thinking, and the courage to build a new era of care for all. L FURTHER INFORMATION

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EXPERT PANEL MAKING CLINICAL MOBILITY WORK FOR YOU

Health Business spoke to Tim Russell, chief technologist, Workspace at CDW; Rob Sims, chief technologist, Hybrid Platforms at CDW; Mark Gardner, head of radiology IT & digital imaging architect at Portsmouth Hospitals University NHS Trust; and Peter Hughes, chief technology officer at Stockport NHS Foundation Trust about clinical mobility solutions

Tim Russell, chief technologist, workspace at CDW

Rob Sims, chief technologist, hybrid platforms, CDW

30 years’ experience working in the IT industry. Tim’s current role is primarily helping organisations understand the latest trends and innovations that impact the modern workforce.

Tim’s passion is to help guide and support customers in developing rewarding strategies that will ultimately help them achieve their business goals.

20+ years in technology covering roles ranging from internal IT positions, professional services, architecture, CTO and chief technologist.

This experience has enabled Rob to craft his technical ability with a key focus on business outcomes. Rob can distil complex challenges into simple business outcomes, then align to a technology product or service, while ensuring all stakeholders understand the value.

Mark Gardner, head of radiology IT & digital imaging architect, Portsmouth Hospitals University NHS Trust 30 years’ NHS experience, with the last 18 years spent in Radiology.

Responsible for supporting clinical digital diagnostic platforms across the Trust and helping to shape roadmaps both locally and regionally associated with radiology and pathology digital programmes.

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Peter Hughes, chief technology officer at Stockport NHS Foundation Trust Peter has worked for Stockport for the last 17 years having started as a 3rd Line Technician and progressed through to head of IT and now chief technology officer.

He is responsible for the management, maintenance and implementation of Digital Technology Infrastructure systems, along with the associated support services.

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Benefits We began on the topic of the benefits of clinical mobility solutions and why healthcare trusts should consider implementing them.

Rob Sims said: “By easing the access to data and systems for healthcare professionals, it can help them achieve a better work-life balance. Clinicians and staff can get burned out, get ill, and have to stop working because they’re being overworked which is not only difficult for them but also puts a burden on the NHS and affects patients as well. The clinical workspace solution would help ease that by making their jobs easier and reducing that burden.”

Peter Hughes also highlighted the benefits for staff: “Ultimately, a clinical mobility solution helps us achieve better speed, performance, and agility.

“It helps our healthcare professionals work more quickly from their place of work, their home, patient homes, or wherever they log in. Before we implemented the solution, the average log-on time could be between three and four minutes. Using the new clinical mobility solution, a session can be accessed in just 20 seconds, vastly cutting down on wasted waiting time.”

Mark Gardner agreed: “Clinical Workspace Solutions have clearly been designed with the clinician in mind. Everyone knows time is of vital importance when we look at resources attached to overstretched and under-staffed clinical workflows, so introducing technology that can significantly aid the doctor on the ward, in A&E, or in the clinic is of vital importance.

“IT has become essential in almost all forms of business and service models, but it is imperative that IT aids efficiency rather than adding to day-to-day tasks.”

Tim Russell pointed out the importance of contextual information. He said: “A clinical mobility solution will give relevant, access-related information specific to the member of staff using it, their role, and location at the time of request to help them give gold star service. Some information is not available or allowed to be seen by certain staff, like porters, but they still require contextual information about the patient when helping them. For example, it’s important that it’s communicated that a patient is experiencing mental health issues so they can receive the proper service from all staff who help them.”

“Ultimately, a clinical mobility solution helps us achieve better speed, performance, and agility” What to consider We then moved on to discussing what buyers should consider when procuring clinical mobility solutions and what trusts should consider when implementing one.

Tim Russell said: “You should consider how staff operate with shared devices and ensure the solution will provide a seamless transition from one to another. Trusts won’t have a device for every user or, for example, a device for doctors and another for clinicians – this will add to the cost. So, there should be multiple devices available for all to use, and the key to best use is to make it simple and intuitive.

Any device should be available for anyone to use, switching seamlessly from one person’s session to another, changing the security and access information to match the new user, saving them time and hassle.”

Mark Gardner added: “You need to decide on a model. What is going to be your approach?

A single solution delivering all the essential clinical applications in one suite? ‘Best of Breed’, allowing the clinician access to a multitude of applications, bringing them together via a mixture of APIs and patient context launching? Or a mixture of the two, with a high-level timeline view in the EPR, and the use of an Integration Engine to push data into an EPR, whilst continuing to use different systems too – there is no right answer. E Issue 23.6 | HEALTH BUSINESS MAGAZINE

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“The solution is built upon the network and the platforms that they run on – you need to know, are they up to the job of supporting the new solution?”

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F Much will depend on the environment and requirements.”

Rob Sims said: “You’ve got to think about infrastructure readiness. A clinical workspace is built upon the network and the platforms that they depend on – you need to know, are they up to the job of supporting the new solution?

For example, you used to work on paper but have now moved to a digital solution, but the Wi-Fi has gone down so now that solution doesn’t work. The money has been invested in the procurement of the workspace and not the supporting infrastructure that supports it.

The infrastructure gets forgotten because it’s assumed it will work but that’s not always the case. Make sure your infrastructure is ready.”

Peter Hughes concluded: “If I had to choose one piece of advice for others looking to implement a clinical mobility solution, I’d say to collaborate. Speak to your clinicians from the outset and get their opinions on what would make things better for them and their patients. This way you’ll build out the right solution and not one you just think will be right.”

Barriers and solutions We finally moved on to considering the barriers to installing clinical mobility solutions and how these can be overcome.

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Mark Gardner highlighted cost: “It’s clearly the number one problem in the NHS. So, it’s important to ask probing questions from the outset. How do you make it affordable?

What kind of screen do you need given the environment you’re installing it into, who needs to access it, and what do they need to see? In this case, don’t buy clinical grade screens if the area in question doesn’t need them.”

Rob Sims said: “You may find a barrier in preconceived ideas about what the technology

is, thoughts about the vendor, and previous projects in this or other trusts that may not have been successful. Some technology might be tarred with the wrong brush as they’ve been poorly rolled out or installed incorrectly, so people have a negative preconceived idea.

To avoid this, the environment shouldn’t be branded as vendor-specific – instead, it should be branded to the Trust independent of the technology. So don’t use the technology name which might have bad associations, choose your own that’s related to your trust and the benefits.”

Tim Russell concluded: “There is a risk at the offset of running two systems side by side and creating confusion. You want to implement a solution without having to double invest, and to do that with minimum risk, maximum uptake, and as cost efficiently as possible. This change may be per ward, area, or specialism.

“To make changes while minimising risk you want to make simple, logical steps that drive towards the utopian, perfect outcome. It’s going to take time and money to get there but it’s important to look at what you have now, what is already on that journey and what isn’t, and how can you move these bits to progress forward. When you’ve agreed on the destination, the journey becomes easier to define and then you can start on it in a way that isn’t going to waste money. It’s about finding an efficient way to get there.” L FURTHER INFORMATION

www.uk.cdw.com/sectors/public-sector/ healthcare/time-to-transform-healthcare/ Issue 23.6 | HEALTH BUSINESS MAGAZINE

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GAS CONSULTANCY MGPS SERVICES LTD 0345 652 4901 info@mgps-services.com

www.mgps-services.com

MGPS Services Ltd are an independent company accredited to ISO 9001:2015 and provide Medical Gas training, AE Services, AP Duties, Testing & Commissioning, Compliance Audits, System Validation & Schematic Drawing, writing of Operational Policies, Project Management and various other Medical Gas Consultancy services.

MEDICAL DEVICES BLA REGULATORY 1 240 425 7668 info@bla-regulatory.com

https://bla-regulatory.com

BLA provides end-to-end consulting services from ex-FDA reviewers and industry experts to help your medical devices and IVDs enter the US market. BLA helps with approval (FDA wegulatory application) and insurance reimbursement (post-FDA approval reimbursement application and approval), as well as marketing (post-approval marker/distributors collaboration support). For a free one-hour consultation, quote code: EU&UK2024.

ROAD SAFETY ECOGRIT 0800 193 6466 gaz@ecogrit.co.uk

ecogrit.co.uk

EcoGrit’s aim is to help protect the environment by reducing the use of rock salt and urea while offering customers “peace of mind” over the winter period. Their products are only sent directly to the consumer and are helping keep places of work, education, worship and construction open.

102 BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Product Finders

SECURITY CAME UK LTD 0115 921 0430 cuk.enquiries@came.com

came.com/uk

With over 60 years of experience supplying integrated solutions for automating residential, public and urban environments globally, CAME has developed a turnkey parking solution for hospitals that responds to their management requirements and resolves common issues.

CAME parking technology is designed to facilitate payment, simplify maintenance, and guarantee system operation.

WASTE & RECYCLING TROJAN BINS 01684 295782 sales@trojanbins.com

trojanbins.com

TROJAN BINS offers a comprehensive range of bins and sack holders covering recycling, the medical sector and external venues. An accredited ISO9001 and ISO14001 business and approved supplier to the NHS. We deliver your needs.

WATER MANAGEMENT HARPER WATER MANAGEMENT GROUP 07474 006969 info@harperwater.com

www.harperwater.com

Harper Water Management Group, founded in 2021, offers expert water consultancy with 20+ years of global experience. They provide impartial advice and tailored action plans for water safety compliance, including Authorising Engineer Services, Water Safety Audits, and training courses for Water Safety Group members. Visit www.harperwater.com for details.

Issue 23.6 | HEALTH BUSINESS MAGAZINE

103

ADVERTISERS INDEX

The publishers accept no responsibility for errors or omissions in this free service 2cl Communications

64, 70

Holmes & Partners

62

2G Energy

46

Hooper Services

98

Adveco (AWP)

98

Hydrosense

16

Apollo UK

6

JDM Shopfitters

100

Argus Fire & Security

37

Lanes Group

100

Asckey Data Services

66

Lochinvar

12

Ashby Trade Sign Supplies

30

MGPS Services

102

B Medical Systems Sarl

IBC, 56

Murray Equipment Co

32, 101

Bäramed Instrumente GmbH

BC

Naked Energy

99

BLA Regulatory

102

NFU Energy

42

Borg & Overström

22, 99

Philips Monitors MMD Monitors & Displays (Netherlands) B.V

8

Bridger Carr Architects

38

Plug-N-Go

51

CAME BPT UK

103

Primed Halberstadt Medizintechnik Gmbh

84

Quattro Design Architects

40

CDW

90, 94

Clinisys UK

76

Radar Healthcare

14

Cognitec Systems GmbH

IFC

RICOH

86

Cornerstone Management Services

28

SMS Technology

82

Snom

74

D J Hill Engineering Services

24, 99

De Leeuw

26

Spey Fire Protection

101

Eastern Extinguishers

100

TF Installations

101

EcoGrit

102

Thermoguard UK

10

Elite Systems GB

4

Total Clean

98

Energy Efficient Solutions Group

44

Trojan Bins

103

Fresh Start Waste Services

52

Virgin Media O2 Business

78

GS1 UK

60

Wernick Buildings

20

Harper Water Management Group

103

Yewdale Corporation

34

© 2023 Public Sector Information Limited. No part of this publication can be reproduced, stored in a retrieval system or transmitted in any form or by any other means (electronic, mechanical, photocopying, recording or otherwise) without the prior written permission of the publisher. Whilst every care has been taken to ensure the accuracy of the editorial content the publisher cannot be held responsible for errors or omissions. The views expressed are not necessarily those of the publisher. ISSN 1470-0735

Health Business is a member of the Independent Press Standards Organisation (which regulates the UK’s magazine and newspaper industry). We abide by the Editors’ Code of Practice and are committed to upholding the highest standards of journalism. If you think that we have not met those standards and want to make a complaint please contact Polly Jones or Angela Pisanu on 0208 532 0055. If we are unable to resolve your complaint, or if you would like more information about IPSO or the Editors’ Code, contact IPSO on 0300 123 2220 or visit www.ipso.co.uk

104 BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

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