Streamline Onboarding with Remote Credential Input and Automated Validation
Spotlite from CDD Services gives you:
Flexible, Pay-as-You-Go or Subscription Options
Integrates with Applicant Tracking, HR, and Candidate Management Systems
Find out about Spotlite at:
Customisable Branding and Experience
Compliant with RTW, DBS, Right to Rent, and more
Government sets out plans for NHS spending
The government has set out plans for what it intends to do with the money allocated to the NHS in the budget.
The is a big focus on technology and improving infrastructure to modernise the NHS and make it fit for the future.
More than £3 billion has been allocated to the NHS to fix broken wards and introduce the right technology to improve patient care.
The money is part of a £22.6 billion increase in day-to-day spending and £3.1 billion capital boost for the Department for Health and Social Care from 2023/24 to 2025/26, which it is hoped will reduce waiting times and rebuild the NHS.
£2 million will be used to boost technology use across the NHS, and harness new technologies to free up staff time.
£1 billion will be spent on the maintenance backlog.
Prime minister, Keir Starmer, said: “We’re fixing the foundations to deliver change – by fixing the NHS and rebuilding Britain, while ensuring working people don’t face higher taxes in their payslips.
“Yesterday’s budget marks a huge step towards that – setting us on the path to make our public services fit for the future.”
Chancellor of the Exchequer, Rt Hon Rachel Reeves, said: “This was a Budget to fix the foundations and deliver change – starting by fixing the NHS.
“It’s a service that matters to so many of us and this is us delivering on our promise of change.”...
Revised Workforce Plan to be unveiled next summer
The government and NHS are set to unveil a refreshed Workforce Plan next summer centring around shifting care from hospitals and into the community, as part of a greater scheme to revitalise a struggling NHS.
Lord Darzi’s report highlighted the systemic issues that have plagued the NHS for years, leading to poor patient and staff experiences following a long-term strategy of delivering too much care in hospitals and lack of investment in community care.
Recent data shows that there are almost 16 per cent fewer fully qualified GPs in the UK than other high income countries, and that the number of nurses working in the community fell by at least 5 per cent, between 2009 and 2023. Although the original workforce plan would raise hospital consultants by 49 per cent, the equivalent rise in fully-qualified GPs would have been just 4 per cent between 2021-22 and 2036-37.
With reform, investment, and a refreshed workforce plan, the government is pledging to ensure the NHS has the right workforce at the right time in order to carry out the 10 Year Health Plan and restore the NHS to its former glory. Lord Darzi’s report highlighted that the NHS has struggled from years of underinvestment and lack of effective reform, resulting in far too many patients in hospital beyond a manageable capacity.
Health and social care secretary Wes Streeting said: “Lord Darzi diagnosed the dire state of the NHS, including that too many people end up in hospital, because there aren’t the resources in the community to reach patients earlier...
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!
Cognitec is the only company worldwide that has worked exclusively on face recognition technology since its inception in 2002. www.cognitec.com | sales@cognite.com
‘Zero
tolerance for failure’ under package of NHS reforms
NHS league tables will be introduced to help tackle the NHS crisis and ensure there are ‘no more rewards for failure’, as part of a tough package of reforms.
Addressing health leaders at the NHS Providers’ annual conference in Liverpool, he outlined how government and NHS leaders have a duty to patients and taxpayers to get the system working well and get better value for money.
NHS England will carry out a no holds barred sweeping review of NHS performance across the entire country, with providers to be placed into a league table. This will be made public and regularly updated to ensure leaders, policymakers and patients know which improvements need to be prioritised.
Persistently failing managers will be replaced and turn around teams of expert leaders will be deployed to help providers which are running big deficits or poor services for patients, offering them urgent, effective support so they can improve their service.
High-performing providers will be given greater freedom over funding and flexibility. There is little incentive across the system to run budget surpluses as providers can’t benefit from it.
Health and social care secretary Wes Streeting said: “The Budget showed this government prioritises the NHS, providing the investment needed to rebuild the health service. Today we are announcing the reforms to make sure every penny of extra investment is well spent and cuts waiting times for patients...
Series of NHS debates started by Middlesbrough conference NHS
Middlesbrough has welcomed the biggest ever national conversation about the future of the NHS by hosting the first of several public debates that will discuss plans to improve our health services.
On Saturday 16th November, more than 100 people from the North East and Yorkshire visited Middlesbrough to share their experiences and offer improvements for creating a sustainable NHS for all.
Wes Streeting, the health and social care secretary, and Amanda Pritchard, the chief executive of NHS England, were both in attendance, and encouraged people to share their opinions on NHS reform and how the government’s 10-Year Health Plan might be able to tackle disparities in the future.
Wes Streeting explained: “The NHS is going through what is objectively the worst crisis in its history. Whether it’s people struggling to get a GP appointment, calling an ambulance and not knowing whether it will arrive in time - particularly the problem here in the North East - or whether it’s turning up to a busy A&E department and waiting longer than people should.”
The health and social care secretary also stressed the urgency of fixing the health service: “If we don’t get this right, the NHS may not be there for us, not just where we need it, but as a public service, free at the point of use as it has been for the last 76.”
All of these public conversations and debates are an integral part of the government’s 10Year Health Plan, and both Wes Streeting and Amanda Pritchard emphasise the importance of the public’s opinion to the plan...
£200 million towards Scottish health and social care SCOTLAND
If the proposed Budget passes Parliament, £200 million can be expected to go towards clearing waiting list backlogs, improving capacity, and increasing turnover efficiency, stopping patients from spending more time than needed in hospital.
This proposed funding will allow for the treatment of more than 150,000 patients treated and expand the Hospital at Home programme by 600 beds.
This Scottish Budget, should it be approved, will invest a record £21 billion in Health & Social care, delivering £16.2 billion for NHS Boards, £2.2 billion for Primary Care services, and £3 million to create additional dental training places, among other initiatives.
“This Budget has improving our NHS at its very heart and sees record funding of £21 billion for the health and social care portfolio. We are determined to improve NHS performance and our planned investment of £200 million to help clear long waits and improve capacity will help drive that vital progress. We are increasing funding for Primary Care by 7.9 per cent to more than £2.2 billion – this will help increase access and capacity, including delivering additional support for General Practice, a critical dental workforce and training package and enhancements to community eyecare,
“It is absolutely vital we ensure people have access to high-quality health, mental health, and social care services when and where they need them – that is why we are increasing our capital spending power by £139 million in 2025-26...
Extra funding to reduce waiting times in Wales WALES
Welsh cabinet secretary for health and social care Jeremy Miles has announced extra funding to reduce the longest NHS waiting times, increase outpatient appointments and speed up diagnostic testing.
In October he announced £28 million of funding, but has now increased this to £50 million.
This funding will be available to health boards immediately to increase capacity and commission activity from the private sector, where available.
The money will be focussed on reducing the longest waiting times for treatment, as well as cutting waiting times for diagnostic tests and increasing capacity in outpatient departments.
Specifically, there is £3 million to reduce the longest waiting times for children’s neurodevelopmental assessments.
Keeping people at the heart of research
For any stakeholders you want to reach get people focussed insights you can act on
STAFF /
/
USERS / RESIDENTS / CUSTOMERS
Our experienced team of researchers provide the personal touch during your project, at every point, from designing the questionnaire through to presenting the findings and helping you get the insight that you can take action on
£22.6 million technology investment to support people with care needs
£22.6 million of funding has been announced for initiatives that will improve support for unpaid carers in England.
This includes projects for breaks for carers as well as technology to make their lives easier.
The funding will be released through the Accelerating Reform Fund (ARF) to support successful schemes run by local authorities. This includes new ways to identify and recognise unpaid carers, digitising carers’ assessments so that they are easier to access, and setting up carers’ support services in hospitals.
Minister of state for care, Stephen Kinnock, said: “Unpaid carers are the country’s unsung heroes: they provide invaluable support to vulnerable people every day.
“It is vital they too have the support they need so they can look after their own health and wellbeing. This funding will allow local authorities to harness the full potential of technology to give carers more flexibility and help with these crucial roles.”
In Bath and North East Somerset, Swindon And Wiltshire, local authorities are rolling out technology to enable remote monitoring of people with care needs at night. This is helping provide greater flexibility for unpaid carers and more independence for people with care needs.
Worcestershire is deploying video technology to support carers when people are discharged from hospital to allow remote monitoring from healthcare workers, and therefore reducing the risk of readmission...
More green spaces could reduce preventable deaths: READ MORE
NHS SBS unveils new contracts for soft FM: READ MORE
New proposals to protect NHS whistleblowers: READ MORE
Scotland invests £13.6 million in GPs: READ MORE
Paediatric wards commit to reducing plastics: READ MORE
DIGITAL
NHS App extends functionality to book cancer screenings
From December, the NHS will roll out a new “ping and book” service, alerting people through the NHS App to remind them they are due or overdue an appointment, with new functionality being developed to enable millions to book screening through the app next year.
NHS chief executive, Amanda Pritchard, set out reforms that will fully digitise screening delivery, while helping improve uptake by making it easier for people to take up the offer of screening.
Pritchard said: “We’re making massive strides with the NHS App, with patients getting more information, convenience and control over their own care, while helping us to work more productively too.
“We are really excited by the potential of technology to revolutionise access to cancer screening for women and help ensure everyone eligible can make the most of these life-saving services at the touch of a button.
“Next month we’re starting the rollout of a new ‘ping and book’ approach for breast and cervical checks through the NHS App, which will replace costs of letters and text messages with pop-ups on your phone and help make it as convenient as possible to book appointments.”...
The Power of Appreciative Inquiry in Healthcare: Transforming Outcomes for
«Appreciative Inquiry is both a mindset and a heart set—a way of viewing the world through a positive, generative lens rather than a deficit-based one. As humans, we’re biologically wired to focus on potential dangers, a survival instinct rooted in our limbic system. This natural tendency means we often look for what’s wrong or threatening, as our brains evolved to stay alert to risks. But in today’s world, we don’t need that constant vigilance.
Appreciative Inquiry helps our brains shift focus. Instead of automatically seeing what’s wrong, it guides us to ask, “What’s strong?” By intentionally seeking out the good, the strengths, and the opportunities, we open ourselves to rapid improvement and meaningful change. It’s more than tools or techniques—it’s a way of thinking that enables us to grow from what’s already working well, transforming challenges into opportunities for progress.”
In the world of healthcare, creating meaningful change is both vital and challenging. With the growing focus on patient safety, staff well-being, and overall care quality, healthcare leaders are increasingly exploring innovative approaches to drive positive outcomes. One such approach is Appreciative Inquiry - a powerful, strengths-based model that shifts the focus from problem-solving to envisioning possibilities and building on successes.
Appreciative Inquiry as a Catalyst for Change in Healthcare
Appreciative Inquiry offers a unique way for creating a more positive, inclusive, and effective healthcare environment. By celebrating what works well, empowering staff, and focusing on shared successes, Appreciative Inquiry can foster a culture of continuous improvement that directly benefits both patients and providers.
Applying Appreciative Inquiry to Frameworks like PSIRF and AAR
The Patient Safety Incident Response Framework (PSIRF) and After Action Reviews (AAR) are essential processes for enhancing safety in healthcare. Traditionally, these frameworks focus on analysing incidents to prevent future errors. Appreciative Inquiry brings a fresh perspective to these reviews, allowing healthcare teams to not only examine what went wrong but also recognise what went right.
Traditional Approach: PSIRF traditionally centers on understanding the root causes of patient safety incidents, focusing heavily on identifying errors and addressing systemic weaknesses.
Appreciative Inquiry Integration: By applying Appreciative Inquiry to PSIRF, healthcare providers can shift from a deficit-based review to a strengths-
Advertising Feature
based one. This includes analysing cases with positive outcomes to understand which practices, behaviors, and team dynamics contributed to success. Through this approach, teams can replicate successful strategies across the organisation.
After Action Reviews (AAR)
Traditional Approach: AARs typically follow critical incidents or high-stakes situations, providing a structured process for teams to review what happened and identify areas for improvement.
Appreciative Inquiry Integration: AI can enhance AARs by encouraging teams to focus on both successes and challenges, asking questions such as, “What worked well, and how can we build on this?” or “How did our strengths contribute to a positive outcome?” This balance allows healthcare teams to celebrate achievements while also addressing areas for improvement in a constructive way.
Incorporating Appreciative Inquiry into these frameworks transforms how healthcare teams perceive and approach incident reviews. Rather than concentrating solely on errors, teams can develop a more balanced, holistic understanding of both strengths and weaknesses. This change can promote a learning culture focused on growth, resilience, and continuous improvement.
To learn more about Appreciative Inquiry and its transformative potential in healthcare, tune into Season 3, Episode 8 of our podcast, “Appreciative Governance: Transforming Outcomes in Health and Care with Appreciative Inquiry.” With guests Katy Fisher, a Senior Nurse for Quality and Improvement working across the whole of the Greater Manchester Region and Kayleigh Barnett, an advanced Appreciative Inquiry Practitioner and the co-author of the book ‘Appreciating Health and Care’, which provides a practical guide to using Appreciative Inquiry in health-related settings.
How Can the Right Technology Help?
The right technology can be a gamechanger in fostering positive change within healthcare settings, providing a balanced, comprehensive view that highlights both strengths and areas for improvement. Radar Healthcare’s risk, quality, and compliance software, for instance, captures a wide range of event types and feedback, including compliments, giving organisations a more rounded perspective on performance within their governance and compliance systems.
Designed to support key frameworks like CQC, AARs, PSIRF, and more, our platform’s advanced analytics offer a holistic view into both successes and opportunities for growth. This balanced approach not only aids in preparing for inspections and meeting regulatory requirements but also enables organisations to internally celebrate achievements, fostering a positive, strengths-focused culture that benefits both staff and patients.
Want to know more?
Schedule some time with our team to learn more about the impact that our system can have on your organisation.
Transforming the NHS: the role of HealthTech in tackling healthcare challenges
The ABHI looks at the power of HealthTech to improve healthcare
The National Health Service (NHS) is facing immense challenges. With an ageing population, increasing demand for services, and stretched resources, the pressure on the system is mounting. As the world’s largest single payer health system, the NHS plays a critical role in ensuring the well-being of millions, but it must evolve to meet the needs of the 21st century. From medical devices to diagnostics and digital health technologies, HealthTech offers a lifeline, helping to transform healthcare delivery, improve patient outcomes, and alleviate financial strain. This article explores how cutting-edge innovations are reshaping the NHS landscape and delivering real benefits.
Harnessing the power of AI for improved outcomes
HealthTech has the power to revolutionise the way patient care is delivered across the NHS, from early diagnosis to treatment and longterm management. One of the most promising developments in recent years has been the application of artificial intelligence (AI) and machine learning in healthcare.
AI-powered tools are improving diagnosis accuracy, particularly in fields like radiology and pathology, where large amounts of data must be analysed quickly and precisely. For example, AI algorithms are now capable of detecting early signs of diseases such as cancer in imaging E
F studies far earlier and more accurately than traditional methods. Deep learning models have shown great potential in analysing mammograms, leading to earlier breast cancer detection, which directly improves survival rates. In addition, AI-powered pathology tools can assess biopsy samples with remarkable precision, helping to ensure that patients receive the right treatment as early as possible. AI is also playing a vital role in predictive analytics. By analysing patient data, AI can help identify those at risk of developing chronic conditions such as diabetes or cardiovascular diseases, allowing for earlier intervention. These predictive capabilities are transforming preventative care within the NHS and reducing the need for costly emergency interventions down the line.
Genomic medicine: personalised treatment
Genomic medicine is another breakthrough that is reshaping the way we approach patient care in the NHS. By mapping a patient’s genetic profile, healthcare providers can offer personalised treatments that are far more effective than traditional, one-size-fits-all approaches. The UK’s Genomic Medicine Service has been a key player
AI is also playing a vital role in predictive analytics
in bringing this innovation to the NHS, enabling more precise diagnoses and tailored treatments, particularly in oncology and rare diseases. For example, genomic testing allows clinicians to select treatments that are specifically tailored to an individual’s genetic makeup, reducing the trial-and-error approach to finding effective therapies.
Wearable technology for chronic conditions
Wearable devices are empowering patients to take control of their health by enabling continuous monitoring outside of clinical settings. Patients with chronic conditions, such as diabetes and heart disease, can use wearables to track vital signs, medication adherence, and activity levels. These devices feed data back to healthcare professionals in real-time, allowing for timely interventions when needed. This shift from reactive to proactive healthcare reduces hospital admissions and improves patient outcomes by keeping conditions under control remotely. E
CLINICAL PATHWAY MANAGEMENT SOFTWARE FOR ANY SPECIALTY
F Streamlining NHS workflows with technology
As the NHS grapples with rising demand, it is vital to ensure that healthcare professionals can work efficiently. Technology is playing a critical role in streamlining workflows and making the NHS more agile.
The implementation of electronic health records has been an important step forward for the NHS, enabling healthcare providers to access a patient’s medical history in real-time, improving decision-making and reducing errors. However, the real potential lies in achieving true interoperability between systems, where data can be shared seamlessly across different NHS
Robotics is enhancing the precision of surgical procedures
trusts, clinics, and hospitals. This ensures that wherever a patient is treated, their full medical history is available, reducing duplication of tests and unnecessary treatments.
Digital health records are also reducing administrative burdens. Nurses and doctors are spending less time on paperwork and more time on patient care. Automating workflows, such as appointment scheduling and medication management, is further helping to streamline day-to-day operations, allowing NHS staff to focus on what matters most: patient care.
Robotics and automation in surgery
Another area where technology is transforming NHS workflows is in the operating theatre. Robotics is enhancing the precision of surgical procedures, particularly in minimally invasive surgeries, where robotic systems can offer greater dexterity and control than human hands. For instance, robotic-assisted surgery is being used in urology and orthopaedics to perform intricate procedures with improved accuracy, reducing recovery times and the risk of complications.
Automation is also playing a role in nonclinical areas. From supply chain management to the handling of medical records, automation is reducing administrative inefficiencies and saving the NHS both time and money.
Reducing costs through technology
Technology’s potential to reduce costs is arguably one of its greatest benefits. In the face of ongoing financial pressures, technology is enabling the NHS to deliver high-quality care more efficiently. E
HydroVitality Oxyhydrogen Therapy
Oxyhydrogen therapy targets inflammation and oxidative damage, two critical factors in cellular ageing and chronic conditions. The HydroVitality device combines these elements into a single, highly effective inhalable form, delivering concentrated hydrogen and oxygen directly to the body where it can support natural cellular defence systems. With regular use, users have reported improvements in energy levels, enhanced recovery post-activity, and reduced fatigue—benefits that have made this therapy increasingly popular among wellness professionals.
Safety and ease of use are central to the HydroVitality design. The compact device is built for daily use, with user-friendly settings and a streamlined interface suitable for any environment. The inhalation method is non-invasive and straightforward, allowing users to integrate wellness into their lifestyle. Clinical studies increasingly support the role of hydrogen therapy in reducing markers of inflammation and oxidative stress, making it a valuable adjunct to both preventative and therapeutic health routines.
Compact and easy to use, HydroVitality is designed for daily application, offering simple, safe integration into any lifestyle.
Discover the rejuvenating power of oxyhydrogen therapy with HydroVitality and explore how cellular health can transform overall wellness.
Technology’s potential to reduce costs is arguably one of its greatest benefits
F Take telemedicine for example. By enabling virtual consultations, telemedicine reduces the need for in-person visits, freeing up clinic space and allowing doctors to see more patients in less time. This shift is reducing costs associated with hospital admissions and unnecessary travel while maintaining the quality of care. Moreover, telemedicine allows for more flexible care delivery, particularly in rural or underserved areas, ensuring that patients can access services without the logistical challenges of travel.
Remote monitoring, powered by telemedicine platforms, also allows healthcare providers to track patients with chronic diseases without the need for frequent hospital visits. By managing these conditions from home, the NHS can significantly reduce the costs associated with long-term patient management.
NHS procurement: shifting to total value
One of the most significant cost pressures on the NHS comes from procurement, where the focus has traditionally been on securing the lowest unit price for a HealthTech product. E
At Keyboard Specialists Ltd (KBS), we specialise in providing innovative, hygiene-focused peripherals for healthcare environments.
Our range of highquality keyboards, mice, and smart card readers are designed to support infection control protocols in hospitals, clinics, and medical facilities.
F However, this approach can often lead to long-term inefficiencies, as the cheapest option may not offer the best value over the entire patient pathway.
A more innovative approach to procurement is emerging, one that takes into account the total value a product delivers across the patient’s clinical journey. For example, a medical device that reduces hospital readmissions or shortens recovery times may have a higher upfront cost but delivers significant savings in the long run. By shifting to this value-based procurement model, the NHS can make smarter investments that ultimately reduce costs while improving care quality.
Supporting NHS net zero goals
Technology is also playing a crucial role in helping the NHS achieve its Net Zero commitments. From energy-efficient hospital equipment to digitally enabled services that reduce the need for physical infrastructure, HealthTech is reducing the environmental footprint of healthcare. By incorporating sustainability into procurement and clinical
HealthTech offers hope
practices, the NHS can lower its carbon emissions, reduce waste, and cut costs.
Conclusion
The NHS is at a pivotal moment, with increasing demand for services and shrinking resources placing unprecedented pressure on the system. Yet, HealthTech offers hope. From AIpowered diagnostics and wearable devices to telemedicine and automation, technology is already transforming the NHS, helping to improve patient outcomes, streamline workflows, and reduce costs. Continued investment in innovation, combined with a focus on value-based procurement, will be essential for ensuring that the NHS remains at the forefront of global healthcare delivery, providing world-class care for generations to come. M
www.abhi.org.uk
Designed for the remote work environment
with built-in webcam 27E1N5600HE
LCD monitor with Windows Hello Webcam
Monitor Highlights.
Visualisation for hospitals and medical facilities: Laser VR wall for meeting rooms
A meeting room visualization system as a VR wall in hospitals offers an innovative way to optimize conferences, planning meetings and training sessions. Such systems enable an immersive presentation of information, which is often crucial in a clinical environment
Goals and benefits of a VR wall in hospitals
Immersive presentation: A VR wall makes it possible to present information in 3D and lifesize. This makes content visually more tangible, which can be crucial for complex topics such as surgery planning, diagnostic discussions or research projects.
Efficient communication: In meetings where different departments come together, a VR wall improves communication, as complex issues can be presented clearly and comprehensibly for all participants.
Training and simulation: Medical teams can practise complex procedures and run through realistic scenarios. This improves preparation for emergencies and special surgical techniques.
Improved diagnostics and planning: Medical teams can use 3D models of patients to plan operations in more detail. This makes it easier to assess risks and select the right technique.
Collaborative project processing (co-review): compatible with all software and hardwarebased video conferencing systems (TEAMS, ZOOM, Cisco, Polycom, Jabra, etc.)
Intuitive touchpad control: Available via tablet PC for convenient use of all VR Wall functions (picture-in-picture, split screen, black screen, still image, etc.)
Freestanding: Self-supporting construction offers maximum room & location independence. The construction depth of just 75 cm takes up very little space
Functionality of the Laser smart
VR wall with VR and AR support
The Laser smart VR wall consists of a 5.3m x 2.25m, 6K high-resolution monitor screen with a pixel size of just 0.8 mm, which offers a razorsharp and interactive display.
It can be connected to a VR system so that users can also work with VR goggles or AR devices to gain even deeper insights. The Laser smart VR wall supports plug & play over 400 3D software applications natively. It can work with data from medical scans (such as MRI or CT) so that medical images can be displayed and analyzed in 3D. By integrating VR and AR technologies, users can even “navigate” through body regions or highlight specific anatomical details. The Laser smart VR-Wall is fully mobile on castors and can be repositioned at any time without major conversion work. M
New MHRA strategy aims to transform how safety advice is issued
Alison Cave, chief safety officer at the MHRA sets out how the Agency’s new strategy will improve safety
As the regulator for medicines, medical devices and blood components for transfusion in the UK, issuing safety advice has been a vital part of the Medicines and Healthcare products Regulatory Agency (MHRA)’s role for many years. We have well-established systems for issuing this advice, but we know how it is received is crucial to it being effective. We are therefore always receptive to exploring alternative strategies to ensure our advice reaches the right people, at the right time.
Our advice is essential in enabling health care professionals (HCPs), NHS providers and all who work in health and care to have the latest information to support them to protect their patients and maintain confidence in the life-
changing benefit that medicines and medical devices can provide.
Patients are at the heart of what we all do, and we know effective communication is vital in ensuring patients understand the benefits and risks of the medicines and devices they are using. That’s why, through our recently launched Strategy for Improving Safety Communications, we aim to transform the way we communicate information about the risk and safety of medicines, medical devices and healthcare products. Our aim is that, through this three-year strategy, we will deliver communications to health professionals in a more coordinated, targeted and impactful way, using the best possible channels. E
F Incorporating the vital feedback from our consultation
The strategy is underpinned by the findings of a consultation with HCPs and healthcare organisations across the four UK nations. We received clear and consistent feedback on improvements that need to be made. We gathered insight and recommendations through an online survey, interviews and focus groups, and received written submissions from a number of organisations. The feedback received was vital. It gave us clear direction to improve our communications, websites, awareness and engagement with an audience, where our key focus should be bringing improved patient safety. That feedback was remarkably consistent across the hundreds of responses. Increasing workload and time pressures were identified
We are working to build closer relationships with healthcare organisations and HCPs
by HCPs as directly impacting their capacity to remain up-to-date with communications of relevance to their specific practice.
The basis for our strategy
Our strategy will shape our engagement with HCPs and ensure the MHRA continues to support organisations across the medicines, devices and patient safety landscape.
Today’s public expect the medicines and medical devices they are using to be effective and safe, and to be involved in decisions about the use of these healthcare products. Our new strategy complements and builds on the success of the MHRA’s Patient Involvement Strategy 2021 to 2025, embedding our patient-centric focus into our system of safety communications. We must ensure that we consider potential new areas that the MHRA will need to communicate on, such as new medical technologies including artificial intelligence (AI) and diagnostics.
External safety communications need to be relevant, brief and actionable, so we are launching a new monthly MHRA Safety ‘round up’ bulletin, bringing together safety advice across the medical products we regulate, so E
Delivering clinical excellence for over 20 years
As the UK’s foremost and longest-standing provider of additional elective care services we take pride in being elective pathway experts, dedicated to delivering safe, high-quality, cost-effective, and patient-centric care across all elective specialties.
>2 million Patients Treated Community Care Outsourcing throughout local facilities, private hospitals and GP providers. Advanced Modular Units Secondary Care Insourcing
The MHRA’s
safety communications are an essential part of our safety system in the UK
F HCPs can stay up to date for their patients more easily. We will also continue to issue safety communications throughout the month in a targeted way, to anyone who wishes to receive them.
More information about the MHRA’s role and responsibilities – particularly with regards to safety warnings and how they should be actioned – was also asked for by HCPs. As a result, we will work to raise awareness of our role, as well as the importance of our safety communications.
Closer relationships with healthcare professionals and organisations
We are working to build closer relationships with healthcare organisations and HCPs to ensure our advice is actionable and informed by their needs. We are also working to increase our direct reach to patients. This forms part of our strategic priority in our Corporate Plan for 2023 to 2026 : to maintain public trust through transparency and proactive communication.
The MHRA will also continue to work with other organisations representing all parts of the health and care system in the UK, as these partnerships are important in ensuring effective collaborative communications and safety efforts that lead to meaningful change.
Next steps
As modern healthcare evolves alongside society and technology, so must our communications and systems of issuing messages. The way we issue safety communications is always developing. We must ensure clear and accessible messages are reached by all those who need to see them, at the best time to act.
We will continue to listen to and shape our work in light of feedback from all relevant stakeholders. This includes a further consultation with patients and patient representatives next year, in which we will ask directly for their views on how the MHRA communicates with them about safety. This will inform both our work during the later years of this strategy, as well as our future strategic directions.
We also plan to run a second HCP consultation towards the end of the three-year strategy and will publish our findings so that we can transparently measure its success and impact and set our next direction.
We will always comprehensively evaluate the changes we make to show they have had a positive impact on patient safety and avoided unintended harmful consequences, while continuing to examine our outcomes to identify areas that may require adjustments, as well as areas of success.
The MHRA’s safety communications are an essential part of our safety system in the UK, and our Strategy for Improving Safety Communications sets out how we are ensuring the right information is being provided at the right time, using the best possible communication channels. This ensures HCPs and patients stay informed of the benefits and risks associated with a medicine or device, and that safety concerns are reported and can be acted on quickly. M
FURTHER INFORMATION MHRA
Be more efficient
Be more effective
Be more compliant
Be more Asckey
Build a tailored FM application that has the flexibility to grow with your business.
Asckey Data Services: who we are and what we do
In the ever-evolving landscape of healthcare technology, Asckey continuously strives to demonstrate a commitment to providing innovative solutions and excellence
With a proven track record spanning over two decades, Asckey has established itself as a trusted developer of software solutions for the healthcare industry. The name for the company, Asckey, was based on ASCII, a standard data-encoding format for electronic communication between computers. The first software Asckey worked on was the Workflow and Interface Management System (WIMS) in the healthcare sector, and in 2003, Asckey began hosting and maintaining the Estates & Facilities Management portal, now known as NHS Digital.
Speaking of the fmfirst® software suite provided by Asckey, commercial director Phil Wright says: “We develop applications to support the responsibilities of facility managers across a variety of sectors. All our applications are built in-house and primarily consist of: fmfirst® Estates, a comprehensive CAFM system; fmfirst® Cleaning, a cleaning audit tool that meets the National Standards of Healthcare Cleanliness 2021 requirements; fmfirst® Tasking, a task management application; and fmfirst® Survey, a survey creation tool.”
The applications can integrate with each other or with other third-party systems, enabling facilities managers to build an FM toolkit that meets their organisation’s needs. What makes Asckey stand out from the crowd is their collaborative approach with clients. Applications are built around the client’s needs meaning you only pay for what you use. This collaborative way of working enables
Asckey to gather client feedback and further develop the applications for all involved. Key developments for 2024 include the introduction of a web portal that provides a simplified Task Helpdesk and List views for contractors. The simplified helpdesk allows contractors to update tasks as well as upload service records and other relevant documentation. Each task can be allocated to a specific contractor, allowing for accountability of tasks, and the streamlined design allows for ease of transfer, and completion of work. Other developments include the introduction of asset meter readings and legionella meter readings bringing greater functionality to the fmfirst® Tasking application.
Asckey’s continued commitment to development and excellence is further supported by their accreditations to ISO 9001:2015, ISO 14001:2015, ISO 27001:2022 and Cyber Essentials Plus. M
FURTHER INFORMATION
Contact Asckey today on 01480 469001 or at sales@asckey.com
Upholding the health of our buildings
David Bly is managing director of Cornerstone Management Services Ltd, a company providing independent expert property health surveys. Here, he discusses the upcoming winter period and the annual effect damp, condensation and mould has on those working, learning and living in such buildings
With a significant history surveying buildings reported to be suffering damp, condensation or mould-related issues, Cornerstone can advise that of nearly 6,000 surveys to date, 91 per cent of the structures were dry and of that sum, 99 per cent suffered ventilation-related issues.
Whilst it is not uncommon for those observing mould to believe they are in a wet structure, this is not the case in the majority of our investigations and it has been our passion to deliver fact-based reports aligned to a host of root causes.
Of note, damp and mould are separate entities and they require bespoke approaches for each issue. Damp tends to identify itself with spoiling, blistering, cracking and darkening of surfaces and, mould can reside on any surface where respective nutrients are available, including structures and content items.
This concept alone aids determining and advising occupants of likely reasons for a reported issue alongside guidance measures in a ‘did-you-know’ format that serves to enhance their awareness with a greater opportunity of managing their everyday activities with no ‘blame’ being mentioned.
For this meaningful option to take effect, sharing our knowledge is key in a format that not only upholds timely delivery but also in a recognisable language for immediate adoption
and implementation by occupants with empowered knowledge.
A new Property Health App with Cornerstone’s knowledge embedded in the process delivers the timely guidance in a 24/7 manner with onboard SMART knowledge delivering a greater understanding of structural and atmospheric contributory behaviour in a recognisable manner alongside simple yet key challenges to reduce the potential.
The uniform process will underpin confidence with repairs or improvements providing timely guidance for an improved healthier internal working, learning and living condition.
Contact us now to learn more about this unique process. M
FURTHER INFORMATION
Enquire today: www.cornerstone-ltd.co.uk
info@cornerstone-ltd.co.uk 0344 846 0955
Partnerships: catalysts for progress in tackling brain tumours
Catherine Fraher, director of services at The Brain Tumour Charity, explains how partnerships are creating the ecosystem to ensure that everyone affected by a brain tumour lives a longer and better life
The Brain Tumour Charity collaborates with its community to effect huge change. There are remarkable people within that community.
One of them was Glenn Winteringham, a muchvalued NHS leader. As chief digital officer at the Royal Free group of hospitals in London, Glenn was an advocate for innovation in healthcare enabled by the best tools and technology.
But after being diagnosed with a brain tumour, Glenn was given only months to live. He sadly
died just before the Health Excellence Through Technology (HETT) Show in September.
The partnership between GovNet’s HETT 2024 team and The Brain Tumour Charity was formed in his memory. Working with GovNet meant that the charity’s aims – to raise awareness and build partnerships in the healthcare space – were prominent at the event.
From GP to lab technician, we can work together to address our mission: to enable all E
F those affected by brain tumours to live longer and better lives.
It’s a huge challenge. High grade brain tumours are one of the least survivable cancers, killing more of the under 40s than any other cancer.
In the UK, around 34 people a day are diagnosed with a brain tumour. But it’s not one disease, so there isn’t one cure or treatment. There are more than 100 types of brain tumour, classified by the World Health Organisation according to where they are situated and how they grow.
Those factors also dictate symptoms which may include excruciating headaches and problems with vision, mobility, memory and communication. It can alter your very personality, unmaking you as a person.
Tackling that takes a whole ecosystem. It’s through partnerships that we’re building, that ecosystem, so that we can diagnose brain tumours faster, ensure people have the best treatment, the care they need post-treatment, and – ultimately – find cures.
Recognising symptoms
Joe Rawcliffe from Billinge near St Helen’s, Merseyside, is another member of the brain tumour community. He died in January 2020, aged just 26.
His father, Richard set up the Northern Joe Fund which has raised an incredible £116,000
The Brain Tumour Charity has ploughed £50 million into programmes we believe will profoundly improve outcomes for people with brain tumours
for The Brain Tumour Charity to date – as well as increased awareness.
Richard explained during his keynote speech at HETT: “Joe’s symptoms started in late 2019 with a stiff neck, then some bowel and bladder function changes – none of which the GP felt were linked or of major concern.
“By early November he was struggling to swallow which was put down to acid reflux. Then he started slurring his words. I took Joe to A&E in desperation. He was admitted and within 48 hours, he’d had a scan and was diagnosed with a brainstem glioma.
“On New Year’s Eve, he had a six-hour operation to remove some of the tumour but didn’t regain consciousness and died on 3 January 2020.
“Arguably, Joe’s prognosis would not have been great even if he had been diagnosed earlier but there may have been more options available to him and, crucially, we would have had E
We’re also exploring how AI could find patterns in large data sets that could link clinicians, researchers, technology and pharmapartners in new areas of research
F more time to come to terms with what was happening.”
As Joe’s story illustrates, brain tumours are complex. Symptoms can be attributed to other conditions. Tumours can’t always be removed because of the risk of damage to functions controlled by that part of the brain. Then there’s the blood brain barrier – a self-defence mechanism that can prevent medication from reaching the tumour.
These complexities are why standard treatments haven’t changed in 20 years. They are why we need to be equally relentless.
Partnerships and collaboration
We cannot do that without strong partnerships to transform the research landscape, increase research capacity, deliver clinical trials at scale, give us kinder, more targeted treatments and drive translational research to push innovation rapidly from concept to clinic.
That’s why since 2017, The Brain Tumour Charity has ploughed £50 million into programmes we believe will profoundly improve outcomes for people with brain tumours. This includes funding laboratorybased ‘discovery’ work, which helps find vulnerabilities in brain tumours that can then be targeted by new or existing drugs and building systems where researchers can test potential new treatments at scale.
Our Quest for Cures grants are awarded to game-changing researchers like Professor Marcel Kool who is testing drugs to treat medulloblastoma – one of the most common aggressive childhood brain tumours. Our Translational Award takes promising new drugs or technologies and partners them with industry standard drug development, to speed up the time it takes for them to make it from lab to clinic. And our Future Leaders programme attracts and retains the brightest minds globally, by supporting their groundbreaking research into things like the tumour microenvironment and making tumours susceptible to immunotherapy.
Our aim is to build a body of knowledge and then get it over the line, to give people a fighting chance at survival.
Campaigns & action
It’s why we’re campaigning too. In March 2024, more than 52,000 people signed our open letter calling for a National Brain Tumour Strategy and now the community is writing to their local MP in droves.
We’re members of the Less Survivable Cancers Taskforce, Cancer 52 and the Tessa Jowell Brain Cancer Mission, lobbying for better outcomes so that we all benefit.
And our relationships with national consortia like the NIHR are pivotal to attracting new researchers into the field and to developing novel therapies.
We’re also exploring how AI could find patterns in large data sets that could link clinicians, researchers, technology and pharma-partners in new areas of research.
All that work could be made easier with timely diagnoses, leading to better outcomes, fewer side effects, more choice in treatment and perhaps the chance to join clinical trials.
To that end, we’ve trained more than 4,000 optometrists to identify the early signs of a suspected brain tumour when they’re conducting eye tests.
We work with primary care teams so that when patients present with a combination of brain tumour symptoms like those Joe experienced, GPs consider the possibility of a brain tumour and have the confidence to make an urgent referral.
We’re supporting emerging technologies like blood, verbal fluency and tear duct tests which could aid diagnosis and lead to quicker referrals for MRI scans.
We prompt the general population to seek help for their symptoms earlier too. Three years into our Better Safe Than Tumour campaign, nearly twice as many people can now name at least one brain tumour symptom compared to when the campaign began!
There’s further cause for optimism as we strive to improve quality of life for patients
There’s further cause for optimism as we strive to improve quality of life for patients. We were involved in a recent breakthrough for children affected by a specific tumour type . Instead of gruelling chemo and radiotherapy in hospital, they are now eligible for an oral treatment on the NHS which they can take at home.
Support & information
Meanwhile, we offer comprehensive support and information services to those who need us right now. This includes a phone helpline, counselling, online support groups, printed resources, and specialist services for children, families and young adults.
Here too, everything’s powered by partnerships. Relate supports our counselling service, Spread A Smile develops our events, and Citizens Advice shores up advice on benefits and money, while law firms Winckworth Sherwood and DLA Piper advise us on topics like driving licences and employment rights. We are certain that further progress will come as this ecosystem grows. M
www.thebraintumourcharity.org
Navigating UK procurement regulations: A guide for NHS commercial professionals
The Procurement Act 2023 is currently expected to go-live on 24 February 2025, Crown Commercial Service explains what this means for NHS procurement and how to remain compliant
lead to serious consequences, including legal challenges against your NHS Trust, financial penalties, potential damages payable to affected suppliers, and significant reputational damage to your organisation and the wider NHS.
Current and future regulatory landscape
As procurement professionals, your role in ensuring efficient and compliant purchasing for the NHS is paramount. The NHS spends almost £22 billion on common goods and services each year and with tighter NHS budgets and resources, buying products and services is challenging. Working with Crown Commercial Service (CCS) can help take some pressure off your capital projects.
Nationally, NHS trusts are tapping into our buying power to access sustainable solutions for their estates and facilities to help build an NHS that is fit for the future.
The upcoming change to procurement regulation following the Procurement Act 2023 highlights the need for a clear understanding of current and future regulation that could directly impact your work.
The importance of compliance in NHS procurement
For NHS procurement teams, adherence to these regulations is not just a legal requirement; it’s essential for ensuring accountability, mitigating risks, achieving value for money and securing a better future for the communities you serve. Non-compliance can
The current legislation that governs procurement activity by public sector bodies in England and Wales is the Public Contracts Regulations 2015 (PCR 2015). These regulations aim to ensure that public procurement of products, goods and services is fair, transparent, and non-discriminatory.
PCR 2015 will shortly be replaced as the governing principles of UK procurement by the Procurement Act 2023. The Procurement Act 2023 was made law in October 2023 and is currently expected to go-live on 24 February 2025.
However, any commercial agreement created by Crown Commercial Service (CCS) before the go-live date for these new regulations, including any contracts awarded through those agreements will continue to operate under PCR 2015.
This means that, for a number of years, understanding how PCR 2015 works and remaining compliant with those regulations will remain vital for anyone involved in the management of those agreements and buyers using those agreements to award contracts.
Remaining compliant with PCR 2015 ensures the process can promote accountability, mitigate risks, and achieve value for money for the public sector.
Failure to comply with PCR 2015 can have a number of significant consequences for any organisation. These include, but are not limited to, legal challenges being brought against an organisation; financial penalties for noncompliant contracting authorities; the award of damages to an operator which has suffered loss or damages as a result of a breach; and reputational damage.
Top tips for getting the most out of the procurement process:
Strategic Planning
Regularly reviewing your procurement pipeline allows you to identify upcoming contract renewals or new healthcare service needs well in advance. Early engagement with CCS to explore suitable frameworks for common goods and services can help streamline your procurement process.
Clearly define your requirements
When planning a procurement, it is important for a buyer to do their research and determine exactly what they want to achieve from the process and set out specific requirements. It’s essential to be specific about your needs. This includes defining contract durations that are suitable for the rapidly evolving healthcare landscape and incorporating any NHS-specific requirements or standards.
Know the call-off processes available
The buying process that takes place when using a framework is known as the call-off process. In simple terms, this is a set of instructions a buyer must follow when buying through an agreement
that helps them carry out a compliant procurement.
For frameworks, direct award or further competition tend to be the most common buying processes available. However, the options available to a buyer depend on the agreement they decide to use for their procurement, and they are advised to check which processes are available under their chosen agreement. CCS provides buyer guidance on each of our agreements to help buyers understand the buying process available.
Public sector organisations can call-off through any CCS framework to meet their needs, and once a buying process is selected, it should be followed closely to ensure it and the resulting contract are fully compliant with PCR 2015.
The call-off process will result in a call-off contract being placed between a buyer and a supplier. This is a legally binding contract that guarantees the details of the arrangement between the two, such as the goods or services being delivered, the price of these and a delivery timeline.
Find out more
Learn more about our healthcare services and commercial solutions to maximise your health estate by visiting our health webpage and viewing our digital brochure.
CCS has created a series of articles to help public sector organisations overcome common hurdles and understand key concepts called Procurement Essentials - you can read all of these articles now. M
Cleaning in healthcare settings: best practice for infection prevention and control
The Infection Prevention Society advocates for cleaning and decontamination in healthcare settings
Safe management of the care environment and equipment is a broad term that is used for cleaning and decontamination in healthcare. This core infection prevention and control standard is critical in keeping patients, staff and visitors safe.
Regulation 15 of the Health and Social Care Act (2008, revised 2014, 2022) stipulates that all healthcare premises are clean, secure, suitable and used properly and that a provider maintains standards of hygiene appropriate to the purposes for which they are being used. The code of practice details clearly the requirements that enables healthcare setting to deliver on this, such as having adequate local provision
for cleaning services, a strategic cleaning plan and clear cleaning schedules and frequencies so that patients, staff, and the public know what they can expect. Consistent IPC standards and requirements are pivotal in supporting this regulation.
Responsible staff
Healthcare staff that are responsible for, or are actively carrying out the safe management of the care environment are often called domestic services staff, the name of this staff group may be slightly different depending where you work in the UK, but whatever term is used for this highly skilled role, it is recognised that they E
Advance Range
The Advance Range is a multifunctional range of seating, providing a solution for most needs within theatres and other clinical areas.
New Saddle
Saddle seats help to maintain an upright posture when seated. Feet are placed flat on the floor at a greater width than possible with conventional seating. The weight of the legs is taken through the feet, the upper body is stabilised accordingly. The pelvis is held securely in a neutral position.
Gemini Range
The Gemini Range features models with a swing around back, ideal for an operative who needs a moveable arm without having to leave the stool.
The SGEM-GT is our entry level of chair, offering a synchronised tilt facility for the seat pad and backrest. Ideal for Aneasthetists, Surgeons, Dentists and Ophthalmologists.
F are an essential part of the multi-disciplinary healthcare team in keeping patients safe. This is one of the most important roles in healthcare, their cleaning and decontamination contributes to saving patients lives, by breaking the chain of infection.
There are also other staff groups, both clinical and non-clinical that will also be responsible for cleaning within their area, and we see them working together with our domestic services staff to meet the cleanliness standards of their particular setting, we see a real collaborative approach.
Standards
We are fortunate in the UK to have clear, prescribed cleaning specifications or standards which supports risk assessments to identify high, medium or low risk healthcare areas, which supports resource allocation and enables flexibility to meet the needs of specific healthcare environments circumstances, and priorities, such as outbreaks situations, or if patients have an infection or infectious disease when cleaning and decontamination can be enhanced to ensure transmission is limited as much as practically possible.
The aim is to ensure all cleaning-related risks are identified, minimised, and managed
Governance
Governance of cleaning and decontamination in healthcare settings is clear, concise and structured and is essential to maintain high standards for our patients, staff and visitors, so healthcare settings are continuously evaluating and auditing cleaning standards. The aim is to ensure all cleaning-related risks are identified, minimised, and managed on a consistent, long-term basis. All healthcare settings have cleanliness policies and procedures and dedicated training for their staff to ensure all those involved in cleaning and decontamination have the skills and knowledge to carry out these critical cleaning tasks effectively to prevent avoidable infections.
Total clean offers a range of sustainable commercial cleaning services
Total Clean Services Ltd, a family-owned business, has over the past 36 years established itself as a leading provider of commercial cleaning solutions, combining industry expertise with an unwavering commitment to quality and customer satisfaction. Serving diverse sectors, including healthcare, education, retail, and corporate environments, Total Clean offers a comprehensive range of services tailored to meet the unique needs of each client.
Their offerings span daily office cleaning, specialist disinfection, deep cleaning, and environmentally friendly solutions, showcasing their versatility and adaptability.
Total Clean’s strength lies in its focus on innovation and sustainability. By employing sustainable cleaning products and cutting-edge technology, the company not only reduces its environmental footprint but also ensures safe, hygienic spaces for clients and their employees. Furthermore, Total Clean invests in the training and development of its staff, as well-trained personnel
are essential for delivering consistently high standards.
Client-centric at its core, Total Clean values strong partnerships and transparent communication. Their proactive approach to understanding client needs has earned them a stellar reputation, reflected in their high client retention rates. As businesses increasingly prioritise hygiene and cleanliness, Total Clean stands out as a trusted partner redefining what it means to provide exceptional, reliable cleaning services. M
Powell Systems provides BEMS to world-renowned School of Medicine
We control the condition of the air in workspaces at the London School of Hygiene and Tropical Medicine
Professors, researchers and students at the London School of Hygiene and Tropical Medicine (LSHTM) are at the forefront of shaping health policy and translating research findings, delivering actionable medicines and healthcare. Powell Systems are proud to be the Building Energy Management Systems (BEMS) support at their facilities in the UK and Africa. Their global facilities are major complexes that include labs, lecture theatres, teaching and public spaces. Each one with specific requirements for temperature, humidity and CO2 levels that vary throughout the day. For over a decade, we have installed and maintained the BEMS at LSHTM’s global facilities.
Our tailored approaches deliver BEMS solutions that address our clients’ detailed requirements. Our “with you, not just for you” work ethic ensures these solutions are tailored to their specific requirements, even when these can be multiple conflicting requirements.
One of the latest advances in BEMS technology we installed is a new bespoke graphical interface, giving simpler access and understanding of the system’s functioning. Either on-site or remotely, LSHTM staff and engineers can see what’s going on in real time, make operational decisions and resolve fault issues at any time of day or night. With the BEMS collecting data and trends, fine-tuning
and adjustments can be made to improve security and efficiencies. With Powell Systems at hand to support LSHTM with these activities.
Initially, we work with the client to establish scope, technical requirements, resilience and budget. As projects develop, scope creeps, requirements change, statutory requirements are reinforced, pressure comes on the budget –so we proactively support the client by providing flexible solutions. Using this approach, we’re able to bridge the gap between optimum functionality and matching budgets.
With project works complete, we move to maintenance and adjustment of the installed BEMS. Powell Systems are able to support our clients with ongoing system development to meet changing requirements. For example, the extracted data and fault monitoring from the BEMS allow incremental adjustment to the control algorithms, to enable efficiency improvement, remove operational errors and meet changes to statutory requirements.
Whether it’s BEMS, maintenance or lighting controls, Powell Systems welcome the opportunity of working with you. Visit our website for more information, or call +44 (0)1689 879000 to book a consultation. M
The road to net zero
Four years since the NHS pledged to become the world’s first net zero health service by 2045, HB looks at what has been achieved
In October 2020, the NHS published the report ‘ Delivering a ‘Net Zero’ National Service ,’ in which they set two monumental, unprecedented targets: by 2040, to reach net zero on their direct emissions, and by 2045 for those that they influence, making them the world’s first health organisation to strive towards net zero. This came in response to the publication of the NHS Long Term plan in 2019, and the #GreenerNHS campaign in 2021 led by the NHS’s chief sustainability officer Dr Nick Watts, as well as legislation such as the 2015 Paris Agreement , which put pressure on organisations and governments to take action against the climate emergency.
Impact on health
Climate change and health are inextricably linked. The World Health Organisation warns that climate change is the leading threat to global health, and without action, it is estimated that PM2.5 and NO2 pollution alone could result in £5.3 billion worth of treatment costs for strokes, child asthma, coronary heart disease, and lung cancer. As climate change worsens, so do threats of storms, floods, heatwaves, and outbreaks of infectious disease, straining healthcare systems, whose emissions only exacerbate the effects of climate change. With the NHS responsible for four per cent of emissions, serious action is necessary to E
Leading Combined Heat and Power Technology for Healthcare Facilities
Decentralised generation and supply of electricity and heat for operation with natural gas, biogas, other lean gases, biomethane, and hydrogen.
• Energy resilience for critical operations
• Reduced energy costs
• Full turnkey solutions
• Customisable power solutions between 20 and 2,500 kW
• Comprehensive service and maintenance solutions
Future-proof your energy solutions with hydrogen-ready systems
F incite more sustainable NHS practices that produce fewer emissions, produce less waste, and focus on prevention rather than cure: one seasonal vaccination has an estimated carbon footprint over 14 times smaller than the treatment of one influenza case.
Areas for change
In their 2020 report, the NHS listed eight areas for change, and in 2022, the UK embedded net zero healthcare into their legislation, through the Health and Care Act 2022 which required NHS commissioners to specifically address net zero emission targets, as in line with the Climate Change Act 2008 and the Environment Act 2021 .
The NHS has made significant progress in each area to target emissions
Progress & achievements
Now four years after the initial publication of the 2020 report, the NHS has made significant progress in each area to target emissions, though pressures still remain for the NHS to do more if it wants to reach net zero by 2045.
Primary care, trust estates, and private finance initiatives comprise 15 per cent of NHS carbon emissions, producing an emission total of 167 ktCO2e in 2019. This has shifted NHS focus to prevention rather than care and treating as many people out of hospital as possible by focussing on ensuring that people interact with services that are the closest to them – including in their own home. This approach is estimated to avoid 8.5 million km of unnecessary travel per year to and from hospitals, with a carbon saving of 1.7ktCO2e per year. Examples of these strategies in practice include delivering consultations and treatment services from community hubs, leading Manchester University NHS Foundation Trust to halve their CO2 emissions from patient travel.
A virtual ward in Leicester saved an estimated 1,100 bed days, £530,000 and 138 tonnes CO2e. Additionally, strategies like Getting It Right First Time (GIRFT) have saved approximately 49,026 less appropriate procedures, 385,493 from reduced length of stay, and 4,967 emergency E
Claim 100% Tax Relief For Combined Heat & Power (CHP) Operators
CHP operators can claim 100% relief from the Climate Change Levy on gas if participating in the Combined Heat and Power Quality Assurance (CHPQA) scheme.
NFU Energy assists with applications and ongoing annual submissions for CHPQA. Plus, if your plant is over 2MWe and generates electricity from fossil fuels, you are liable for Carbon Price Support (CPS) tax. Our team can calculate your tax obligations and ensure compliance with HMRC.
Innovation
is also a
key strategy in NHS’s roadmap to net zero
F readmissions, equating to an annual carbon reduction of approximately 26.5 ktCO2e. In 2020, 62 per cent of NHS carbon emissions were created by medicines, medical equipment, and supply chains, leaving significant room for improvement. In September 2021, a roadmap was approved by the NHS England public board to help suppliers align with the NHS’ net zero ambitions between now and 2030. Ways to make the supply chain more efficient include the more efficient use of supplies, low-carbon substitutions, and ensuring carbon suppliers are decarbonising their own processes. These have been put in practice through campaigns like the Plastic Reduction Pledge and ‘ The gloves are off ’, as well as focussing efforts on the small amount of medicines that account for a large portion of emissions. Anaesthetic gases and inhalers are the biggest culprits of these, namely desflurane: emissions from one bottle are equivalent to burning 440kg of coal, and account for two per cent of all NHS emissions. Initiatives to make changes include University Hospitals Bristol NHS Foundation Trust saving 360 tonnes CO2e per year using alternatives, with use falling from more than 30 per cent of all anaesthetic gases in 2018-19, to approximately 3 per cent in 2022-23. This has saved an estimated 60,816 tonnes of carbon emissions
per year, the equivalent of taking 29,000 cars off the road.
With 3.5 per cent of all road miles in England relating to NHS patients, visitors, staff, and suppliers, and government legislation for all vehicles to be electric by 2035, the NHS is under pressure to decarbonise their fleets. The NHS has pledged that all vehicles purchased or leased are to be low or ultra-low (ULEV), as part of the NHS Long Term Plan commitment that 90 per cent of the NHS fleet use low emission vehicles by 2028. E
F Transport
Northumbria Healthcare Foundation NHS Trust, for example, have been investing in electric vehicles since 2012, with 79 chargers installed across nine sites by 2020. Other initiatives include the rollout of fully-electric ambulances starting in London this year, Manchester’s electric HGV fleet , electric drones to deliver chemotherapy to the Isle of Wight, and the push to use bikes where possible.
It has been estimated that a mass shift away from cars represents potential savings of approximately 461 kt CO2e per year, thus requiring NHS trusts to have a green travel plan as part of their annual planning and reporting. Manchester University NHS Foundation Trusts’ sustainable travel plan, for example, provides personal travel advice for staff, over 200 additional cycle parking spaces, and shuttle services to encourage the movement towards net zero.
Innovation
Innovation is also a key strategy in NHS’s roadmap to net zero through ensuring that digitisation methods align with ambitions to reach net zero by 2040. In 2013, the then-health secretary Jeremy Hunt challenged the NHS to go paperless by 2018, though the deadline was pushed back several times to March 2025 . As of late 2023 , 90 per cent of NHS trusts have electronic patient records. Within digitisation, it is still paramount that sustainable practices are in place, as demonstrated by action at
Imperial College Healthcare NHS Trust through implementing new software that automatically turns off idle computers overnight. This saves 590 tonnes of carbon and £440,000 without compromising security or user experience.
In their initial report, the NHS pledged to support the construction of 40 new ‘net zero hospitals’ as part of the government’s Infrastructure Plan with a new Net Zero Carbon Hospital Standard.
In 2023, the NHS published the report ‘ NHS Net Zero Building Standard’ where clear standards and criteria are outlined in both the construction and operation of NHS buildings.
Operations
Within hospitals, it is also key that practices strive towards decarbonisation as much as possible, such as in surgeries, which account for as much as 25 per cent of hospitals’ carbon emissions.
In May 2022, a team at Solihull Hospital performed the world’s first net zero operation by using reusable PPE, avoiding anaesthetic gases, and implementing a plan for minimising electricity use, among other initiatives. This has been estimated to have reduced carbon output by almost 80 per cent, the equivalent to a diesel car travelling 5,500 miles, with remaining carbon output offset through a variety of projects, such as planting trees.
Sustainable heating and lighting practices are also key to reaching net zero by 2045. In 2021, NHS Property Services managed to secure 100 per cent renewable electricity across the E
D J Hill
Electrical & Mechanical Installations Fabric Build Works & Validations
Planned Preventative Maintenance & Repairs
Alpine Works Limited, established in 2002, has built a renowned reputation for it’s extensive expertise in the healthcare sector, particularly for delivering complex installations of specialist medical facilities across many major London hospitals.
As a leading mechanical and electrical building services company, Alpine Works also undertake building fabric projects and planned preventative maintenance, meeting client demand for a single-source partner through our 24/7, 365-day emergency helpdesk service
Strategies
like AI to monitor and control energy, and installation of photovoltaics are both estimated to produce reductions of 2.3 per cent and 1.6 per cent of carbon emissions, respectively
F building portfolio, offsetting more than 37,000 tonnes of carbon dioxide a year, and saving around £8.9 million over the first two years. The 2020 report detailed a £50 million NHS Energy Efficient Fund (NEED) that will upgrade lighting across the estate, acting as a pilot for future work and saving £14.3 million and 34 ktCO2e. This exists alongside other grant schemes such as the government’s Public Sector Decarbonisation Scheme, the third phase of which granted Nottingham University Hospitals NHS Trust more than £70 million to decarbonise Queens Medical Centre. Strategies like AI to monitor and control energy, and installation of photovoltaics are both estimated to produce reductions of 2.3 per cent and 1.6 per cent of carbon emissions, respectively. Many hospitals have already started the switch to solar power, such as in Milton Keynes and Hull , and in 2023, one of the country’s first net-zero care centres opened in Devizes , which uses heat pumps and solar panels to generate heat and electricity.
The report’s focus on adaption includes building resilience into the heart of policy, as the NHS needs to adapt to the impacts of climate change that are already happening. The UK Health Security Agency (UKHSA) and NHS England were commissioned by Defra to provide the government with a Third Health and Climate Adaption Report, published in December 2021, which highlights the challenges of building a climate resilient health and care sector, and offers further guidance in effective governance, leadership, and workforce development to adapt to the worsening effects of climate change. A further fourth report was commissioned early this year. E
Hydrosense PRO
The world’s first ultra-rapid test to detect all the Legionella pneumophila serogroups 1-15
Benefits
• The worlds fastest on-site Legionella test.
• Delivers test results in 25 minutes.
• Detects Legionella pneumophila serogroups 1-15, which account for over 97%* of Legionnaires’ disease cases.
• Anyone can carry out the tests with minimal training.
• Gives real-time results – you don’t have to wait weeks for lab reports.
F The Third Health and Climate Adaption report details that 82 per cent of participating NHS staff support the development of targeted mitigation and adaption strategies. The 2020 report’s final initiative on values and governance includes thorough training for all NHS England and NHS improvement staff to understand the links between health and climate change, and interventions they can take to reduce emissions, especially relevant as a 2022 Health Foundation poll found that awareness of the net zero ambition among NHS staff was still relatively low at 48 per cent.
Local to national
Furthermore, local initiatives in practice can be scaled up to a national level. Operation TLC (turning off equipment, switching off lights; closing doors) at Barts Health NHS Trust improved patient experience, while also saving carbon and £500,000 from reduced energy consumption. Expanding this model across the NHS could save up to £45 million and 200 ktCO2e per year.
Four years on, progress towards the ambitious target of a net zero NHS by 2045 has been made, but serious efforts are needed to reach a goal with an estimated success rate of 50 per cent.
The Labour government has pledged to reform and decarbonise the NHS through three major shifts
The British Medical Association (BMA) emphasises that the government will need to provide additional resources and support if this target is to be met, after their 2021 survey found that 16 per cent of NHS organisations didn’t record their carbon footprint. The Labour government has pledged to reform and decarbonise the NHS through three major shifts (sickness to prevention; hospitals to communities; analogue to digital), and a 2024 publication by The Health Foundation stresses that this goal is unlikely to be achieved without focused government action. In October 20204, the government called upon the general public to help guide the future of the NHS through their Change NHS campaign, which will form the basis of their new 10-Year Health Plan If it proves to take control of the initiative by offering adequate support, resources, and guidance, there is much hope that the NHS will reach net zero by 2045. L
Prevent everyday wear and tear with Yeoman Shield’s extensive range of easy-clean, wall and door protection.
Our attractive, maintenance free, hygienic products protect healthcare environments from costly impact damage, making repainting and repair a thing of the past.
Blending with decors, and available in primary dementia-friendly colours, our designs can include signage, to promote the well-being of patients and aid wayfinding.
For more information call 0113 279 5854 or email info@yeomanshield.com
Tackling food waste
The Hospital Caterers Association looks at how much hospital food is wasted and what can be done to prevent this
According to NHS Data , the total cost of providing inpatient food for 2022/23 was £0.8 billion, with the food budget representing £241 million. The Independent Review of NHS hospital food , published in 2020, calculated that food waste in NHS England alone represented 39 per cent, but is this as bad as some would think?
While some hospitals record their food waste under 10 per cent, The Soil Association’s Food for Life calculate that the real picture is over 60 per cent. Meanwhile, WRAP, the global environmental action NGO, consider the waste levels in the NHS to be a more conservative 18 per cent , acknowledging that some 4.5 per cent of this is unavoidable. These figures can only be considered as estimates, so more effort needs to be made
to establish the true position, and then effect change for a significant reduction.
The Environment Act 2021 places a further obligation on hospitals (and other food waste producers) to present all food waste separately for collection. It also makes it illegal to put food waste into drains using macerators or liquidising digesters (which turn food waste into a slurry with enzymes and hot water before flushing into the sewers).
Whilst it cannot be denied that change is needed, we also have to understand the reasons for such diverse admissions.
Food waste defined In the NHS, food waste is defined as food purchased, prepared, delivered and intended to be eaten by patients but that remains E
Malnourished patients are almost four times more likely to be readmitted within seven days of discharge
F un-served or uneaten. Food not eaten by patients in hospital not only represents an unnecessary cost but may also imply that patients are not receiving sufficient nutritional support. Malnourished patients are almost four times more likely to be readmitted within seven days of discharge.
Hospitals produce substantial amounts of food waste, which can be due to a number of factors, including patient-related issues, food service models, and the hospital environment.
Patient-related issues
The first, and obvious reason for the patient not eating their food is that they simply do not feel well enough to consume it. Poor appetite is common when you are unwell. Things like infections, autoimmune disease, and other inflammatory conditions can cause taste changes, food might taste like metal, too sweet, bitter, or salty. After critical illness, the patient may also experience a complete loss of taste or smell; difficulties with swallowing may also be
experienced, such as a dry mouth, dysphagia, tiredness and fatigue when eating.
Portion sizes
It is traditional within the UK to offer three main meals per day. Wastage would be reduced considerably if the NHS were able to offer a
Wastage would be reduced considerably if the NHS were able to offer a single menu
single menu, the ‘take it or leave it’ approach. This was quickly dismissed by the Independent Review. Because of the range of patients, and their localities, it is impossible to offer a simple choice of food, the hospital caterer must deal with a complex range of therapeutic and nutritional requirements as well as those requesting pescatarian, vegetarian and vegan menus.
Many hospital contract standards demand that each patient is offered a choice. By its nature, this demand may also lead to waste as additional portions could remain once the final choice has been made. Dependant on factors with the ordering of meals technology helps to reduce this, also allowing patients to choose closer to the next mealtime rather than the day before.
Food service models
There are a number of food delivery methods adopted widely across the NHS: A ‘traditional’ service will see the food produced from fresh ingredients in a conventional
kitchen. This style of service will also see the bulk of unavoidable waste being recorded, such as vegetable trimmings, animal bones, etc. It is the style of choice but depends on the ability to recruit and retain larger numbers of well-trained professional caterers. E
F Cook Chill services see the meals being produced in a central production unit, usually off site and often by commercial operations. On the surface, this style of production keeps most of the unavoidable waste away from the service point but because the product has only been chilled (and not frozen), it has a short shelf life of only up to five days.
Cook Freeze operations are similar to the Cook Chill with the exception that these products are frozen and will have a considerably longer shelf life. Any over production can easily be stored rather than going to waste.
All models can avoid waste by maintaining accurate historical data to help predict demand on choices and aid production plans.
Each model has benefits and some hospitals adopt a hybrid approach, looking to make the most for their own particular needs, however the situation is also compounded when you consider the method of delivery to the bedside. Some wards receive their meals in bulk and the food is served from a trolley according to the patient’s preference. Others receive a plated or trayed meal service where the patient’s full menu choice has been prepared elsewhere and, at ward level, the tray is simply placed at the bedside.
Hospital environment
Despite most hospitals following protected and assisted mealtimes, interruptions may still be unavoidable for treatment of care for a patient, for example, some patients may not be in or by their bed at meal service times, i.e.
All models can avoid waste by maintaining accurate historical data to help predict demand on choices and aid production plans
attending physiotherapy or X-ray, and general expectations about the food quality and quantity of the food can also lead to wastage. Offering different size portions can also help to encourage the patient to eat what they need, without over facing them, whilst reducing unnecessary waste.
Addressing the challenges
Avoiding food waste
Unused, or unwanted food in other establishments may be shared with the community or food banks but with the nature of a hospital environment this presents challenges, so it has to be disposed of. This may be considered as unavoidable but the hospital caterer needs support to help hospitals find ways to manage this better.
Interventions can include behavioural changes, e.g. avoiding the preparation and ordering of unnecessary just in case meals. Training of catering and other healthcare professionals will help drive fundamental changes. Ensuring a sensible number of options based on engagement with staff and patients is an easy change for NHS organisations to make.
Technology can also identify trends and help measure and monitor food waste
The HCA has adopted a process called ‘The Last Nine Yards’, an initiative that includes the Royal College of Nursing, dietetics, NHS England, caterers, and speech and language therapists and the wider facilities teams. It considers the distance from the corridor to patients’ bedside, the area where unavoidable waste is most likely to occur.
Use of technology
Electronic ordering systems are now widely available and can reduce the time between ordering and meal service significantly. Modern tablets can also show the patient what the dish should look like and what its nutritional content is before they order. Technology can also identify trends and help measure and monitor food waste.
Reducing food waste can save money through the avoided purchase of ingredients or meals, lower kitchen utility bills, more efficient use of staff time and lower waste disposal costs. Achievable savings should be allowed to be reinvested, allowing the caterer to offer even better service to its main customers, the patients.
The Hospital Caterers Association
The Hospital Caterers Association encompasses the single largest group of healthcare catering providers within the NHS and is the recognised voice of hospital catering. It represents catering managers who provide a wide range of food and other services for patients, visitors and staff in NHS hospitals and healthcare facilities. The HCA is a national organisation, with fifteen branches throughout England, Wales, Scotland and Northern Ireland, and more than 250 hospitals represented in its membership. M
Kerslake Essay collection:
‘The
alternative NHS Long-Term Workforce Plan: putting civic at the heart of the future’
Matthew Taylor, chief executive of the NHS Confederation, and Michael Wood, head of health economic partnerships at the NHS Confederation offer some suggestions to address NHS workforce issues
In November 2021, the NHS Confederation jointly published a report with the Civic University Network on reimagining the NHSuniversity relationship. The word ‘reimagining’ was important, signalling the need to go further than simply resuming the relationship post-pandemic, ensuring place occupied a much more intentional and explicit role. Lord Kerslake’s outstanding public service across both health and higher education played a leading role in stimulating this shift in mindset and continues to be felt. With a long-term national workforce plan to deliver, leaders across both sectors are now facing challenges in how they work together in increasingly difficult political and financial circumstances. The cultural change Lord Kerslake fostered is about to be tested like never before.
In this essay we use the totemic issue of the NHS workforce to revisit the framework of 2021, reflect on what has changed since and explore future priorities and policy.
The NHS Long Term Workforce Plan (LTWP) is a fascinating lens through which to assess the role of place in the NHS and university relationship. It will demand attention, time and resource from both operational managers and strategic leaders. Set over 15 years, the plan commits, among many other things, to expanding domestic education and training by up to 65 per cent, increasing adult nursing training places by over 90 per cent, trebling to 22 per cent the proportion of all training through apprenticeships, and doubling the number of medical school training places.
Any approach to demand and supply modelling for Europe’s largest workforce will understandably be complex in design, development and delivery. The plan contains over 200 actions, delivered through over 60 programmes of activity across three themes (‘train’, ‘retain’, and ‘reform’) and seven key priority areas agreed with government – all supported by newly established governance structures. Irrespective of geography, scale, focus or specialism, there is a good chance this plan will touch on your local university. E
F It will also point to a wider challenge for the NHS, which can be inward-looking in nature. Improvement strategies tend to focus on doing things better, rather than doing better things, with a constant struggle to think more broadly, collaboratively and over a longer horizon. Place is vital for the LTWP to be successful, but also for our health service to be sustainable and for our collective principles and ambition to be strengthened.
A window into both local practice and national policy
With workforce being a critical challenge for the NHS for many years, the plan received widespread support. As Amanda Pritchard, chief executive of NHS England, said on publication: ‘This is the first time that the NHS has produced a comprehensive long term workforce plan, and it represents a once-in-a-generation opportunity to put staffing on a sustainable footing for the future.’ Despite this, confusion remains about how this will be funded and the early consensus which secured the publication of the plan is in danger of splintering with, for example, growing opposition to expanding apprenticeship routes and roles such as Physician Associates (PAs). There are certainly no grounds for complacency and local discussions run the risk of becoming bogged down in operational challenges such as placements, rather than focusing on how we can use our agency and leadership to underpin places.
The NHS and university report –why it mattered?
The timing of the 2021 joint report was significant, pointing to what many vice chancellors and NHS chief executives felt
For the LTWP to succeed and generate a positive wider impact, it needs to be both people-centred and placesensitive
was a critical moment in how they work together. The pandemic revealed fragilities and exclusion in local communities and exposed the interconnected nature of the challenges institutions faced. Those areas with an element of ‘place maturity’, where leaders supported each other across sectors and worked together on a shared vision, tended to find it easier to adapt and respond.
The original report highlighted five principles for rebuilding this relationship. The opportunity now is to test and refine these principles as the sectors collectively seek to deliver on the promise of the LTWP.
Testing out the five principles
1. Collaborate & co-develop consistently – focusing on the shared common values that bind universities and NHS organisations
A key question for any form of collaboration is ‘what are we committed to do together?’. In this sense as well as being a priority in itself, the LTWP also provides an immediate raison d’être for local partnerships to coalesce around across the country.
For the LTWP to succeed and generate a positive wider impact, it needs to be both people-centred and place-sensitive. The E
F former will demand multiple national strands of work, but it is the latter which will tie them together in a complementary manner, bring purpose and context, and determine whether they survive contact with reality.
National planning is unlikely, for example, to prioritise the leadership qualities and competencies most aligned to place-based working. The current context requires people who think beyond their institution, about the communities they serve and with the transferrable skills to engage with many sectors within a place. In a world of increasing specialisms, how are universities developing future generalist place-leader roles?
New health and care structures can help. The sector now has a much stronger spatial element in design and decision-making. Fortytwo Integrated Care Systems (ICSs) became statutory organisations across England in July 2022, responsible for health and care planning across populations ranging from around five hundred thousand in Shropshire, Telford and Wrekin to over three million in North East and North Cumbria, and with an average annual budget of £2.7bn. The voice of higher education needs to be heard around the ICS table in relation to workforce of course, but vice chancellors need to join, stretch and magnify this. While there are a range of sub-national university groupings in England, it still not clear as a partner whether collaboration or competition is the main driver of behaviour in the higher education sector. This will be a direct challenge in making engagement consistently place-based, not just project-based. Working together locally can also influence national implementation. How can a national workforce plan possibly account for England’s
Working together locally can also influence national implementation
urban, rural and coastal split? The chief medical officer’s 2023 Annual Report made a feature of the skewing of the geography of older age in England away from large urban areas towards rural, coastal and other peripheral regions. When mapped together, these areas show very little overlap with the sites of the most wellresourced universities and medical schools. The gap between health demand and labour supply will be starkest not just in deprived coastal areas but in relatively well-heeled retirement destinations like North Yorkshire and the South West. What if place, and thus social and economic development, could be brought explicitly into conversations about where new medical and nursing schools should be based? The NHS-university relationship, particularly when targeted through emerging Civic University Agreements, will be critical in ensuring national policy grapples with wider civic impact.
2. Recognise our role as part of an anchor network – and the vital place of universities and NHS organisations in local economy and society
The idea of institutions as local anchors beyond their core function has become mainstream. Since the 2021 report, there has been both a deepening and a broadening of networks of local anchors. Whether in Leeds, Birmingham or London, for example, NHS organisations and universities are working closely with local authorities, colleges, VCSE organisations, sports clubs and businesses to make local populations both better and better off. With more intentionality and focus, these emerging anchor networks can, and indeed should, be the foundation on which the longer-term vision for a health and place strategy builds.
There are four core purposes of an ICS; improving population health, enhancing efficiency, tackling health inequalities, and helping the NHS support broader social and economic development. This fourth purpose is by far the least well understood in traditional health management, clinical and strategy terms yet is particularly relevant to anchor networks. Institutions may have direct levers at their disposal, but they often lack the
broader understanding of the economic and social context in which they operate. A wider partnership, looking at the LTWP through the lens of this fourth ICS purpose, can redirect approaches to health, and the strategy and investment needed to improve it.
One example could be the development of new and preventative models of both training and care that are predominantly high-street or town-centre based. Both education and health services are increasingly being courted by developers and regeneration leads to become focal points in the remodelled, post-retail experience of a place. Were universities and NHS organisations jointly to run educational facilities or broker new approaches to integrating public services in empty units, shopping centres or department stores (new anchors in place of old), they could actively support the social and economic viability of their places but also adapt new approaches that remodel how teams work; creating changes in working patterns, supporting new role development, enabling better use of AI and digital advancements and bringing a broader focus on health creation. Clinical placements often become the insurmountable hurdle to local strategic partnerships, but this form of place-based engagement in non-acute settings could again broaden thinking.
3. Commit to building the future –the actions of universities and NHS organisations today have a significant impact on the health and wealth of communities tomorrow
It is hard to think of anything that speaks more strongly to this principle than the LTWP. Parts of the NHS have repeatedly sought to develop deep and embedded links into communities through which to inspire people into the sector, however the internal cultural shift necessary to realise this often falls short. Approaching this principle through local discussions around the LTWP can bring both workforce specific benefits but also a much broader understanding. Firstly, universities and NHS organisations through anchor networks should connect a more nuanced, data-rich understanding of trends in health and care demand with the many and varied local routes for labour supply. Depending on the context, this might mean prioritising retaining students, particularly in those places consistently seeing the largest graduate outflow, and retraining those over 50 so that population ageing is
Parts of the NHS have repeatedly sought to develop deep and embedded links into communities through which to inspire people into the sector
an asset. Providing health and care support to enable people to train and get work in the sector can also generate a benign feedback loop for local planners to draw on, using the extensive research and digital expertise of most universities.
How much further can this principle be pushed? As successive governments experiment with varying forms and degrees of decentralisation, it is the NHS-university relationship which can grasp the nettle.
There is a live debate in national health policy around the autonomy of ICSs, with this issue central to a Government commissioned review in April 2023 undertaken by Rt Hon Patricia Hewitt, a former health secretary of state and currently Norfolk and Waveney ICS Chair. ICSs are a form of decentralisation, with leaders needing to understand the local context in a far richer and more nuanced way than traditional NHS executives. Universities have a role in supporting ICSs with the intellectual heft needed to develop a shared perspective of population need, and thus better, more responsive public services. Given the gaps between the Department of Health and Social Care (DHSC) and both the Department for Levelling Up, Housing and Communities (DLUHC) and Department for Education (DfE), health isn’t automatically a part of Whitehall’s E
The ICS focus on health inequalities can bring inclusion centre stage of
the
LTWP
F devolution discussions. A more collective approach to developing the long-term evidence base for local delivery can push Westminster for greater autonomy. This point highlights the difference between leading a hospital and a system. Universities benefit from supporting system leaders to grow into their roles and have the confidence, capabilities and alliances to take longer-term perspectives on a range of complex and challenging priorities.
4. Prioritise inclusivity – social justice should sit at the heart of the NHSuniversity relationship
The ICS focus on health inequalities can bring inclusion centre stage of the LTWP. Providing equitable access; ensuring organisations reflect communities; tackling discrimination and supporting evidence-based decisions leads to thriving workforces. Such micro level work can also play a key role in framing and evidencing new approaches to some of the more saliant political issues such as migration, showing the broad value of and need for immigration in real terms through the place lens. Collectively, this will lead to stronger community relationships, increased trust and take up of services, and better levels of care. Inclusivity directly affects the bottom line, and leaders should be aiming to better engage communities, to be smarter with spatial understanding and to think about the student and staff experience.
As two of the most significant employers in almost every locality, NHS organisations
and universities need to prioritise diversity and equality, offer opportunities to learn and develop, and advocate for social justice and, vitally, mental wellbeing. This direct role extends to staff and students, for whom their experiences should be a central rallying call. Attrition is particularly high for students transitioning into the NHS workplace, with up to a third of nurses leaving courses before completion.
The more organisations engage with and through communities, the more leaders understand their priorities. The South London Listens programme has seen extensive community interaction over several years, pushing housing, migration, employment, mental health and young people to the top of the ‘to do’ list for local partners. Rather than focus on these issues in isolation, many of which do not have an obvious lead, these are the cross-cutting themes on which to develop and deliver a workforce plan. On the issue of young people in particular, the recent Institute for Fiscal Studies (IFS) review of the educational outcomes of Sure Start begs the question of how universities and NHS organisations can coalesce around policy in this vital area which outlives political cycles. Similarly, the joint work by NHS London and the capital’s universities in developing an industrial placement scheme for non-clinical roles is important. Focused on students who stand to benefit the most from social mobility, this will open NHS roles, and potentially careers, to those studying the breadth of higher education courses, and is also stretching the parameters of traditional widening participation approaches taken by universities. Actions rather than words will develop the trust necessary to ferment the local partnerships needed to deliver the LTWP in ways appropriate for a given place.
5. Measure impact – evaluating our collective work within a region, sharing learning across sectors, and in turn amplifying real-life impact The final principle was measurement. Addressing the LTWP nationally will likely focus outcomes on the hard currency of numbers in training and subsequently employment. A civic approach would be much clearer on the economic and social impact. Locally, there is a need to build into the approach to the LTWP some of the potential outcomes discussed throughout this essay and to evidence them over a longer period, understanding what can be done best at what geographic footprint.
This long-term impact is important. There are clear overlaps with the broader devolution agenda and skills forms a critical part of every deal struck with government. There is a desire from health leaders for ICSs to become the default level for future workforce decision-making. This would enable increased autonomy over the development of local system architecture, responsibility for managing strategic external relationships and critically, control of dedicated funding streams. It would also truly help reimagine the relationship with universities.
Conclusion
The principles in the November 2021 report were co-developed through deep engagement with leaders, and the tumult of the intervening period reinforces, rather than weakens, their meaning. The NHS Long Term Workforce Plan is perhaps the most important opportunity yet to show what local university and NHS relationships can and should achieve, and how leaders should go about fulfilling the opportunity.
The NHS Long Term Workforce Plan is perhaps the most important opportunity yet to show what local university and NHS relationships can and should achieve
This essay has tried balancing new ideas for local practice with learnings for national policy. It is important to understand that place doesn’t simply interpret policy, it contributes to it too. How loud this contribution will be in the future health and care workforce will be a key determining factor in both place-based success and national policy development. The benefits of this are multiple, with a better understanding of ‘place’ (in terms of scale, assets and priorities); more thriving, productive communities; a more united, inviting proposition for investors looking for returns; and ultimately more preventative towns and cities that keep us healthy and prosperous. It has on occasion seemed like university leaders saw civic impact as largely a one-way process of benevolence, another Corporate Social Responsibility (CSR) programme. The implications in terms of everything from mission and values to governance and patterns of investment were underestimated. Given the intensifying fiscal pressures and the often-unrealistic expectations set by national politicians, we need as many friends as we can get. It would be ironic, and indeed sad, if universities turned to face inwards just as partnerships are being seen as the true test of civic and place success. M
This essay was published as part of a collection of essays from over 40 leading thinkers across different sectors outlining the economic and social benefits universities have on their local communities. The collection was published in memory of Lord Bob Kerslake, Chair of the UPP Foundation’s Civic University Commission (2018-19), who sadly died last year.
FURTHER INFORMATION
Matthew Taylor is Chief Executive of the NHS Confederation (@ConfedMatthew) Michael Wood is Head of Health Economic Partnerships at the NHS Confederation (@NHSLocalGrowth)
Leeds: where North, South, East and West meet
Welcoming millions of visitors every year, Leeds is an exceptional city known as one of the top 10 conference destinations in the UK, with its independent spirit and international vision. Compact and accessible, you can walk everywhere in Leeds with all conferencing venues and hotels within easy reach
Leeds is the epicentre of the modern North and with an unrivalled location is arguably the central point in the UK. It’s an exciting city with a rich, industrial past with a reputation for its excellence in the world of manufacturing, healthcare, professional services and digital. For generations, the city has cultivated the culture and creativity that can be felt today. With an outstanding venue portfolio, a vibrant culture and a one-of-a-kind food and drink scene, the city is able to deliver a unique conference experience for organisers and their
delegates, that you simply wouldn’t experience anywhere else.
There are plenty of reasons why Leeds is the perfect place to hold your next conference or event. It has all you’d expect to find in the UK’s third largest city outside London.
There are cultural experiences to be found around every corner, it’s a destination for foodies and one of the greenest cities in Europe, and about to become even more green with the addition of Aire Park development – the UK’s largest new city centre green space. E
To help delegates get a good night’s sleep, the city has plenty of accommodation options to suit all budgets
F Unique venues
The city has no shortage of venues with a difference to give delegates a memorable conference experience.
No matter what the size, Leeds can accommodate thousands of delegates in a large setting, or accommodate a smaller affair with exclusive venue hire included.
With 3,300 listed buildings in Leeds, the city’s venues aren’t faceless halls on the edge of town. Across the city, the array of venues each have their own story which is sure to wow delegates. From historic buildings and traditional concert halls to theatres and museums, this compact city of unique venues is the place to host a business event like no other.
Among the memorable conferencing locations, independent venues make up a huge part of the destination. With a wealth of independents, Leeds is geared up to inspire collaboration, creativity and innovation, delivering mighty conferencing results, no matter their size. The beauty of independent venues is they have the autonomy to create bespoke packages and flexibly deliver an event tailored to the organisers.
Accommodation options
To help delegates get a good night’s sleep, the city has plenty of accommodation options to suit all budgets and delegate needs. Leeds is a walkable city, with an abundance of hotels close to most conference venues, so delegates won’t need to worry about transport.
Whether you need to be close to Leeds Train Station, have a gym onsite, or need a comfortable working space, there is something for every type of delegate to ensure plenty of much-needed rest before a busy day of conferencing.
Hosting a VIP?
There are a whole host of luxury hotels perfect for extra-special guests and speakers. Voted one of the best hotels in Leeds, delegates can experience luxury accommodation and impeccable service at the Dakota Deluxe close to the business district.
If you’re hosting a residential conference, treat guests to a stay at The Queen’s Hotel. Located right next door to Leeds Train Station, The Queen’s Hotel has the largest conferencing and banqueting facilities in the region, with plush, newly-renovated bedrooms to boot.
Bulk-booking accommodation for delegates is also a popular option in Leeds with the Doubletree by Hilton offering a waterfront location with over 300 bedrooms. Or, opt for the Marriott which is the brand’s flagship hotel in the North. Plus, early next year Hyatt House is set to open its doors in the city centre with another 300 rooms, perfect for delegates.
Foodie capital of the North
There’s a reason why Leeds is known as the foodie capital of the North, not least because it is filled with thriving award-winning independents, big-name favourites, restaurants and venues with fresh, local produce - perfect for catering events or delegate dinners.
The city offers an exceptional dining experience, from luxury dining to living like a local. And if highly-rated dining is your thing, Leeds has an abundance of restaurants appearing in the Michelin Guide and The Good Food Guide such as Ox Club situated in a multi-floor venue with a restaurant that boasts a wood-fired grill showcasing the best of Yorkshire ingredients and Empire Café a favourite of esteemed restaurant critic Jay Rayner.
Like the conference venues, fantastic independent choices are on every corner; perfect for private dining events or a relaxed delegate dinner following a day of seminars. Try Shears Yard for the sparkling flavours of Europe, The Cheesy Living Company for a Raclette night, or Tharavadu for award-winning Keralan cooking.
Only
in Leeds
Leeds is not just a hub for business; it’s a city full of surprises, with hidden gems and a treasure trove of unique experiences that fellow delegates will only find in Leeds.
Filled with entertainment, the city is home to not one but two of the only national touring arts organisations outside of London which are bighitters, Opera North and Northern Ballet. Hyde Park Picture House is the only remaining gaslit cinema in the world. Plus, Leeds West Indian Carnival is one of the country’s oldest and biggest carnivals which graces the streets of the city with a vibrant Caribbean celebration every summer.
With history at heart, Leeds is also home to the Royal Armouries – sister museum to The Tower of London, one of the largest collections of arms and armour in the world, while Europe’s largest stained-glass roof can be seen running the full length of the breath-taking Victorian Arcades. And did you know that Marks and Spencer first started in Leeds Kirkgate Market which is one of the largest covered markets in Europe?
Leeds is one of the most easily accessible cities in the UK and is ideally positioned with direct rail links from across the country
Delegates can discover Leeds with guided tours too. There’s Leeds Food Tours, Heritage Beer Tours and The Leeds Owl Trail is an urban adventure taking you on a journey through the city’s streets. Or jump on Leeds’ one-of-a-kind water taxi and take in the array of architecture along the River Aire.
Getting there
Leeds is one of the most easily accessible cities in the UK and is ideally positioned with direct rail links from across the country. Arriving by train brings you straight into the city centre. It’s just over two hours by train from London and three hours from Edinburgh. With York only 25 minutes away by train and Manchester less than an hour. M
FURTHER INFORMATION
We’d love to welcome you to our city. For more information please contact Conference Leeds on info@conferenceleeds.co.uk or visit www.conferenceleeds.co.uk.
The importance of professional translators and interpreters in healthcare
Francesca
Matteoda, Fellow of the Institute of Translation and Interpreting (ITI) and a former member of the ITI Board explains the services needed to provide clear communication to patients
Clear communication in healthcare is vital –not only for accurate diagnosis and treatment, but also for patient confidence and safety. Yet, for patients who speak a different language, navigating medical conversations without professional language support can be daunting and, at times, dangerous. This article explores why accurate translation and interpreting are essential in the healthcare settings, illustrating how trained professionals bridge linguistic and cultural gaps, ensuring vital information is communicated effectively to the benefit of both doctors and patients.
Translation v interpreting
It is important to clarify the difference between translators and interpreters as the two terms are often confused.
A translator works with the written word, whereas an interpreter with the spoken one.
A translator will take a text in one language and write it in another. They will be aware of cultural differences, localisation issues and use the correct terminology in the context ensuring the translation flows smoothly and sounds natural.
An interpreter on the other hand, will listen to someone speaking in one language and speak it in another. The focus will not necessarily be on including every single word that was spoken in language A, but rather on conveying (interpreting) the overall message, using the correct terminology at all times and not omitting any details. A professional interpreter will also be able to detect differences in tone, which can change the meaning of the words which an untrained person might not pick up on. For example, if someone replies ‘Yeah, sure’, this can mean consent but could also have the opposite meaning, depending on the tone of voice of the speaker.
Getting the message across Let’s imagine two situations in which you would want to hire an interpreter:
1) You are a patient who may have a terminal condition. Imagine walking into the doctor’s surgery for the results of some tests and naturally, you’re nervous. You sit down, patiently waiting while they pull up the results on the screen. You can feel the anxiety building, it seems like they are taking ages, and then when they speak, you don’t understand everything they say. Do you have a serious condition or not? The uncertainty can be overwhelming.
2) Now let’s switch sides: You are a physician who needs to explain the posology and administration details of a certain medicine to a patient. You haven’t met them yet. It is crucially important that they understand exactly how to take the medicine and how long for, as well as the potential side effects, which can be numerous and quite serious. The patient arrives and you start giving them all the relevant information. You see them nodding to everything you say and think they have understood. Towards the end, you look up and see a bewildered look on their face. You ask then whether they have understood and they utter a weak ‘Yes’, but you are left with the niggling feeling that they actually haven’t understood and may take the medicine incorrectly. Disconcerting?
These are just two possible scenarios that physicians can encounter when dealing with patients who don’t speak the same language. Hiring a professional interpreter for these situations is vital: the interpreter is the link between two different languages and often two very different cultures. Speaking two languages is not enough. Parents sometimes
bring their children along as interpreters which can save money, but also puts the child under extreme pressure to ‘get it right’. The child won’t necessarily be aware of cultural differences or have the necessary medical knowledge; the parent might not be entirely truthful in front of their child about some more intimate symptoms, for example.
An English colleague told me that when her father was in hospital in Spain and needed several blood transfusions, her mother, a retired nurse, had his ward in giggles when she told a nurse her husband needed another bag of sangria instead of sangre (blood).
Hiring professionals
A professional interpreter is discreet, impartial, fully aware of cultural and linguistic nuances and can help make life easier for patients and doctors alike, ensuring clear communication and reducing anxiety levels in high-stress situations. They will also ensure confidentiality, whereas untrained individuals, no matter how well-meaning, may inadvertently breach privacy laws.
There may sometimes be a certain reluctance when it comes to hiring a professional interpreter because of the fees, but in the long run, professional interpreting can streamline the healthcare process by reducing misunderstandings, repeat visits and unnecessary treatments, ultimately saving time and resources.
A professional interpreter is discreet, impartial, fully aware of cultural and linguistic nuances
The argument in favour of professional translators is similar.
Some examples of when to use a professional translator include, but are not limited to: Informed Consent Forms: you have carefully crafted an Informed Consent Form covering all possible eventualities in your native language, but it will be read by non-native patients. Clear communication is crucial for obtaining informed consent, as patients must fully comprehend the risks and benefits of the procedures before agreeing to them. Hiring a professional translator will ensure that the ICF is written using the correct patient-facing terminology and style, so that your patients feel they have been fully informed in their own language. A patient who understands the procedure(s) is likely to be more compliant and will feel happier about the whole process.
Hospital website: your hospital is based in an area with a large immigrant community, such as London or Birmingham, where there is a significant South Asian population. It is essential that all the important information (services provided, emergency contact details, etc.) be provided in the relevant languages, E
F such as Hindi, Punjabi or Urdu. Moreover, the correct use of cultural and regional variations is fundamental. Someone with basic language skills might not be able to use the right terminology or understand cultural nuances, which could lead to miscommunication and harm in a healthcare setting.
A not-so-amusing example of potentially dangerous mistranslations is that the word ‘once’ in the sentence ‘take this medicine once a day’ was misunderstood by a patient’s child reading the instructions and rendered as ‘take this medicine eleven times a day’, because in Spanish ‘once’ means eleven.
The perils of AI
The use of artificial intelligence is on the rise, and unfortunately many people have fallen into the trap of asking AI to translate their texts. The output can sometimes appear to be impressive, but on closer inspection, it almost always fails to hit the mark.
Here’s a concrete example from this translator’s recent experiment with a wellrespected AI translation. A Spanish hospital discharge summary had to be translated into English. After anonymising the personal data in the file, this author uploaded it to the AI platform and received a translation within minutes. At first glance, it was impressive. However, once this translator started checking the translation carefully, she was taken aback by the inconsistent use of terminology,
Hiring the services of a professional is fundamental for avoiding mistakes, anxiety and misinterpretations
untranslated abbreviations, changes in register, omissions… what on the surface looked like a polished text was actually worse than what a student would have produced! While AI can be helpful in getting a first draft, hiring a human translator is indispensable in healthcare contexts where nuance, precision and cultural awareness are paramount.
To conclude, while a friend or relative can help you communicate on an informal basis and may be able to help you write an email in a different language, when it comes to delicate and important matters, such as test results, information leaflets or discharge summaries, hiring the services of a professional is fundamental for avoiding mistakes, anxiety and misinterpretations. If you don’t know where to look, most countries have a professional translation and interpreting association, which will have a directory of members, such as the Institute of Translation and Interpreting in the UK. M
FURTHER INFORMATION
www.iti.org.uk
Accredited and regulated Fire Safety training is crucial to ensuring you receive professional training and maintain legal compliance. FirePro utilise over 30 years of real-life emergency service experience to deliver immersive fire marshal/warden/extinguisher training bespoke to you. Our industry professional trainers also offer First Aid, COSHH, Manual Handling and more.
At Murray’s we provide premium, bespoke medical and dental operator seating in a wide range of colours, with a focus on comfort and infection prevention. All our seating is hand made in the UK. Please don’t hesitate to give us a call or email.
LEGIONELLA
ADVERTISERS INDEX
The publishers accept no responsibility for errors or omissions in this free service
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
of Practice and are committed to upholding the
please contact
Jones or Angela Pisanu on 0208 532 0055. If we are
