Welcome to the latest issue of Health Industry Leaders Magazine, where we delve into the transformative intersections of technology and sustainability shaping the future of healthcare. As the world grapples with unprecedented challenges and opportunities, the role of innovation in fostering a healthier, more sustainable planet has never been more critical.
The integration of cuttingedge technology in healthcare is revolutionising patient care, enhancing precision in diagnostics, and streamlining operations. From artificial intelligence and machine learning to telemedicine and wearable technology, these advancements are not only improving outcomes but also making healthcare more accessible and equitable.
SUSTAINABILITY IN PHARMACEUTICALS: REDUCING EMISSIONS AND WASTE IN THE SUPPLY CHAIN
BY MAURO COZZI CO-FOUNDER, EMITWISE
The pharmaceutical industry is a cornerstone of global health, yet it also bears a significant environmental burden. Research suggests that the industry emits approximately 52 megatons of CO₂ annually, an amount equivalent to the emissions from 11 million cars in a year. Additionally, the industry generates over 300 million tonnes of plastic waste each year, half of which is designed for single-use purposes. This environmental impact is not lost on industry insiders; a survey by GlobalData reveals that many believe the pharma and health sectors are not doing enough to limit environmental harm.
‘Research suggests that the industry emits approximately 52 megatons of CO₂ annually, an amount equivalent to the emissions from 11 million cars in a year.’
THE IMPORTANCE OF SUSTAINABILITY IN PHARMA
From research and development to manufacturing and distribution, every stage of the pharmaceutical lifecycle has an environmental footprint. It is crucial for the entire industry’s value chain to assess and improve their environmental efficiency.
Moreover, there is growing climate consciousness among both consumers and investors. Research indicates that consumers are willing to pay up to 12% more for products and services that are more sustainable than their competitors’. Similarly, according to Morgan Stanley, more than half of individual investors plan to increase their allocations to sustainable investments in the next year, with over 70% believing that strong ESG practices can lead to higher returns.
The potential for the pharma industry to reduce its environmental and emissions impact is substantial. For example, 85% of the waste generated by healthcare operations, including pharmaceutical and medical equipment packaging, is non-hazardous. This presents a significant opportunity to replace these items with eco-friendly and reusable alternatives, reducing landfill pollution and emissions while also achieving significant cost savings.
Another survey by GlobalData highlights that improving the industry’s environmental footprint will require investment in technology and expertise, along with better design of new drugs early in their development.
Adjusting production processes and supply chains not only benefits the environment but also enhances business value. Companies that take action now can significantly reduce future costs and risks, while simultaneously increasing their long-term value.
NEXT STEPS FOR THE INDUSTRY
While the pharmaceutical industry is instrumental in advancing global health through the development and manufacturing of life-saving medicines, it must also address its considerable environmental impact. The industry’s growth, alongside increasing healthcare expenditures and the resultant environmental degradation, underscores the urgent need for sustainable practices.
Key sustainable practices for the pharmaceutical industry include minimising waste, reusing and recycling resources, and reducing carbon emissions. Achieving these goals requires collaboration between pharmaceutical companies, regulatory bodies, suppliers, distributors, and healthcare technology specialists. Governments can play a role by introducing sector-specific environmental regulations, while healthcare technology providers can develop innovative solutions to monitor and mitigate the environmental impact of pharmaceutical production and distribution.
Transparency and accountability are also crucial. By promoting transparency through the disclosure of environmental impacts and progress, the industry can build trust among consumers, investors, and regulatory bodies. Demonstrating a commitment to environmental responsibility not only helps stay ahead of evolving climate legislation but also drives positive change across the healthcare sector.
‘Transparency and accountability are also crucial. By promoting transparency through the disclosure of environmental impacts and progress, the industry can build trust among consumers, investors, and regulatory bodies’
LEVERAGING DATA TO FOSTER TRUST AND DRIVE IMPACT
Data is critical for enabling businesses to achieve transparent and effective climate reporting, while also gaining a better understanding of their overall value chain. Advanced data analytics and machine learning allow businesses to accurately measure, manage, and report on their environmental impact, including real-time monitoring of emissions, resource usage, and waste generation across the entire supply chain.
By utilising robust data management platforms, pharmaceutical companies can ensure their climate reporting is accurate, comprehensive, and verifiable. This transparency not only helps meet regulatory requirements but also builds credibility with consumers and investors.
FINAL THOUGHTS
The pharmaceutical industry stands at a crossroads: it must continue to innovate and provide essential healthcare solutions while also minimising its environmental footprint. By adopting green manufacturing methods, implementing effective waste management strategies, using sustainable packaging solutions, conserving water, and collaborating on regulatory measures, pharmaceutical companies can mitigate their environmental impact without compromising on their mission to improve global health. Through concerted efforts and collective action, the healthcare sector can strive toward a more sustainable future, safeguarding both human health and environmental integrity.
For more information about Emitwise visit emitwise.com
TO BURN OR NOT TO BURN: BEATING THE SINGLE-USE BURDEN ON OUR NHS
Clinical waste is one of the NHS’ biggest sustainability challenges – and it was only worsened by the impacts of COVID-19 and resulting PPE usage across Britain. How can the nation’s healthcare sector think differently about clinical waste management to tackle the climate crisis that threatens to increase pressure on the NHS?
Sustainable packaging expert Roger Wright, from sustainable waste management company Biffa, unpacks the next steps for the healthcare industry and the crucial role of innovation and resilience in sustainable healthcare.
More than nine million people in England are projected to be living with a major illness by 2040, an increase of 2.5 million against 2019, according to the Health Foundation. While caring for those in need is and should be the top priority for the NHS, the amount of waste produced by the UK’s healthcare system sits at odds with the Government’s environmental ambitions across the same time period.
Clinical waste is not a new challenge, comprising 15% of all waste created by hospitals, but the COVID-19 pandemic has amplified the issue. Most of this waste is incinerated, releasing harmful carbon emissions into
the atmosphere – and with the Government’s Waste and Resources Strategy targeting a 50% reduction in carbon emissions by 2026, a step-change in how we manage clinical waste is urgently needed.
For an already beleaguered healthcare system, this is a hard pill to swallow, but the NHS is not backing down from the challenge. Our recent research survey conducted by the YouGov analysis institute1 found that two-thirds (65%) of respondents surveyed within the medical and health sector believe their business participates in the circular economy. Moreover, three in four (77%) believe the circular economy is important to their day-to-day activity.
The UK’s healthcare network continually proves itself conscientious and caring for both the population and the planet. Not only do we share this sentiment, but have technical know-how to help the NHS improve its sustainable waste resilience. Being dynamic and flexible to change can help the healthcare sector recover quickly from shocks like COVID-19, and prepare for future epidemics. Reviewing and improving clinical waste management is one of a number of positive steps to take on the journey towards sustainable, resilient healthcare.
15 TYPES OF PLASTIC, ONE MAJOR RESPONSIBILITY
Firstly, there are intricacies of material use and disposal unique to the healthcare industry.
It’s crucial that every item used in healthcare facilities is sterile – from operating equipment to everyday items used by patients on the ward. Disposal methods used for clinical waste must also address and deal with any potential biohazard contamination.
Being cheap, resilient, and easy to clean and sterilise, plastic is a miracle material in the context of a healthcare facility. Unfortunately, it’s also very challenging to recycle - largely due to its variations. There are 15 types of plastic used in healthcare and items can be composed of hundreds of different combinations. Separating out these materials to be recycled individually, while also controlling the risk of infection, is a tall order.
Incineration has therefore always been regarded as the safest option for clinical waste disposal. However, this cannot be the answer long-term.
‘It’s crucial that every item used in healthcare facilities is sterile – from operating equipment to everyday items used by patients on the ward’
REDUCE, RECYCLE, RECOVER
Hardly any clinical waste is currently recycled, but this is resolvable. The healthcare sector can reduce the amount of waste it classifies as clinical and redirect materials to more suitable, responsible means of disposal.
Of the many lessons learnt from COVID-19, one the sector must take seriously is the need to look into alternative materials. There are currently six billion items of PPE (equivalent to 28,000 tonnes), including around one billion masks, distributed by the NHS every year - and the majority of these are not recycled. Investigating recyclable materials which serve the same protective purpose could vastly increase the volume of raw materials that can be recovered and reused from healthcare waste.
There are other significant sources of waste in healthcare that might not immediately spring to mind, like disposing of food and packaging correctly. Patients eat three meals a day, often resulting in large volumes of food being emptied into general waste. A dedicated food waste bin means scraps can be disposed of in a more environmentally friendly way, like anaerobic digestion, rather than rotting and releasing carbon or methane into the atmosphere.
The same applies to recyclable packaging. Dedicated bins and advice for staff (like a sign detailing what recycling symbols mean) lowers the chance of reusable material being piled in with clinical waste.
INNOVATION FOR TRACKING AND TEACHING
Exciting technological developments will improve clinical waste management, creating a more sustainable future for healthcare.
For example, smart bins are currently being trialled. They provide reports on the type of waste collected inside, working in line with digital waste tracking. Consequently, organisations gain a greater understanding of the waste they create and collect.
‘Exciting technological developments will improve clinical waste management, creating a more sustainable future for healthcare.’
This knowledge will enable healthcare professionals to work with waste management providers to optimise collections and bins. The results can also be used to educate staff and patients on the correct bin to put their waste into so they avoid ‘wishcycling’, leading to more informed, responsible decision-making all round.
OVERCOMING THE SINGLE-USE CHALLENGE
A major challenge facing the healthcare system in terms of waste is the dependence on single-use materials. While historically this was a necessity for sterility, new understanding and technologies present opportunities for reuse and refill to reduce clinical waste disposal.
Fabrics for garments worn by patients are a great example of a resource which we need to see greater reuse of then, when it’s no longer a viable option, better recycling. Sharp objects are more challenging, as the nature of their use renders it difficult to safely recycle metals without risk of contamination.
Innovations in sustainable cleaning products and disinfectants, and new microwave and autoclave sterilisation technology, can enable both of these areas to reduce contamination risks while improving reuse and recycling.
‘Innovations in sustainable cleaning products and disinfectants, and new microwave and autoclave sterilisation technology, can enable both of these areas to reduce contamination risks while improving reuse and recycling’
KNOWLEDGE IS POWER
There are many opportunities available to the NHS to help it adopt achievable circular practices and reduce its environmental impact, with these principles applicable to any healthcare setting. It all starts with understanding what waste is created and how it can be most sustainably processed.
Assessing waste that enters bins, assisted by emerging technologies, and educating staff and patients to divert as many recoverable materials as possible from the clinical waste stream, is a strong start. Proper disposal of food waste and packaging offers an accessible springboard to begin thinking about sustainable waste resilience, with tools and services readily available.
The healthcare sector, critical and hard-pressed as it is, deserves support; engage a waste management expert to help optimise waste streams and lower the carbon footprint. Sustainable steps now protect generations to come.
Re-writing MY SCRIPT TO TEACH THE NEXT GENERATION OF MIDWIVES
Emily Winup shares her journey into midwifery and the reasons behind her transition from film set to delivery room, and eventually lecture theatre, as she hopes to inspire the next generation of midwives.
One of the most inspiring things about midwifery is that there isn’t a “conventional” route into the practice. More often than not, midwives find their way onto the wards motivated to care for mother and baby through a personal experience, or a pure desire to find a profession that gives them meaning to their lives. Speak to any midwife or student and you will find an interesting story behind why they wanted to enter the profession and the path they have taken in order to get there.
For the last three years of my life, I have had the pleasure of teaching and guiding the next generation of midwives into the sector; something that gives me a huge amount of joy as I see the same expressions and inquisitive nature that I’m sure I had when I first entered into a lecture hall back in 2014.
‘For the last three years of my life, I have had the pleasure of teaching and guiding the next generation of midwives into the sector’
TAKING A LEAP OF FAITH
I was 23 when I decided to take a leap of faith, leaving behind a rather steady job as a script and continuity supervisor on film sets to study midwifery at Anglia Ruskin University (ARU). I wasn’t happy at work. I didn’t have the motivation or drive that I really needed in my life, so I knew that I needed to make a change. Midwifery had always appealed to me, so it made sense to pursue it.
My family, on the other hand, were in complete shock and thought that I was going through a very early midlife crisis when I decided to tell them about my radical change in career path. I explained to them my passion for healthcare and the desire to leave my current job, and, I think after a while, they realised that my wish to study was much more than a phase. They were very supportive and that helped me to be confident that I was making the right decision.
After securing one of the last places on the midwifery course on ARU’s Chelmsford campus, I was comforted by the fact that I was able to study at a university close to home and didn’t need to travel across the country to pursue my passion. However, nothing could ever prepare me for just how amazing childbirth is outside of the classroom. I remember the first time I walked into a birthing room as a student and feeling very nervous about the entire situation. I knew in theory what was about to happen, but it was still an incredible experience.
‘My family, on the other hand, were in complete shock and thought that I was going through a very early midlife crisis when I decided to tell them about my radical change in career path’
Despite the nerves, I remember thinking that there was nothing else that I’d rather do. Even in lectures, I felt as if everything just clicked. I wanted to absorb every bit of knowledge that was being told to me. After just one year of my studies, I knew that midwifery was definitely a career I wanted to pursue, and I was so happy that I had taken that initial leap.
Once my studies had concluded, I began working at the Princess Alexandra Hospital in Harlow in 2017, but my work on the wards unfortunately happened to coincide with the pandemic. It was challenging, but I loved my new job, and I could see that I was helping a lot of mothers bring new life into the world, and that was special.
DEVELOPING A LOVE FOR TEACHING
It is in the hospital, on the ward, where I found my love of teaching. I became known as the person who was keen to work with students and teach them how to become amazing midwives. I soon realised that teaching and mentoring was something that really motivated me. My old tutor told me about an opening at ARU in Chelmsford where I had initially studied. I only had about three and a half years on the ward, so I was young to be going for a lecturer position, but I got a call that I had been accepted and I was absolutely delighted.
While the time spent training midwives on the wards helped ease me in, there is something daunting about standing at the front of the lecture hall with all eyes on you. It is such a genuine pleasure to be teaching new generations of midwives, I definitely see the same passion and eagerness to learn what I had when I was studying and that brings me a lot of joy.
‘While the time spent training midwives on the wards helped ease me in, there is something daunting about standing at the front of the lecture hall with all eyes on you.’
A MOTHER’S PERSPECTIVE
In the last year I fell pregnant and was given the opportunity to experience childbirth from the mother’s perspective. Being on the other side of maternity care was an eye-opening experience, and it will definitely impact my practice in the future. We chose to deliver our son at the hospital I trained and worked at, which is currently training some of my students from ARU.
At different times during my pregnancy and birth I was fortunate enough to be cared for by some of my past students. I could not have been prouder of them and the midwives they have become. It was certainly a highlight for me to know that I had even the smallest impact on their journey to where they are today.
It’s strange to think that all these dramatic changes have taken place in the last 10 years. So much has happened for me, and, sometimes, I struggle to believe that I managed to take that leap in the first instance. I’ll soon be returning from maternity leave, and I cannot wait to get stuck back in to teaching my modules and setting the course for future midwives.
When I return, I hope to be involved in some groundbreaking research, exploring the impact of hyperemesis gravidarum on childbearing women, a pregnancy complication that I experienced myself. Having the opportunity to study a condition that has affected me personally, from an academic perspective, is special and another reason why I love academia.
And so, on reflection of my career, I honestly believe that it’s never too late for someone to think about changing their career path and pursuing their passions. We see many people who initially doubt their abilities, including many mature students, but go on to excel in higher education and become excellent midwives. Midwives come from all backgrounds and have a range of skills, so I would encourage anyone who is interested in the profession to explore it and see if it could work for them.
THE REAL PEOPLE DELIVERING CHANGE:
‘I TURNED AROUND A FAILING PHARMACY IN BEDWORTH USING SOMETHING I LEARNED VERY EARLY ON IN LIFE.’
LUCIE KEMP
Just 10 months after having qualified as a pharmacist, fresh-faced and nervous, I was thrown into the role of Pharmacy Manager at a small community pharmacy just outside Coventry. The role was new to me and already daunting, but to add to the pressure, the pharmacy was on the brink of failure, and I was now responsible for saving it. The NHS, as many in the healthcare sector see and experience, is under pressure, and I was hearing stories of pharmacies closing all over the country. In fact, The CCA’s February 2024 analysis of NHS data shows that there are now over 1,110 fewer pharmacies in England since 2015.
THERE HAS BEEN A NET LOSS OF ALMOST 400 COMMUNITY PHARMACIES IN ENGLAND SINCE THE START OF THE 2023/24 FINANCIAL YEAR
Previously at my pharmacy, there had been a lack of leadership and management for a long time before I took over and bad habits had set in. There were many poor processes, little organisation and a lack of pride in the workplace with excess stock, bad practices and a disorganised dispensary.
I found it hard to change people’s thoughts and processes at times as there was a strong attitude of “We’ve always done it this way! Why change it now?”. Additionally, we had a number of staff members leave as well as absences due to long-term sickness during the first 6 months I was there.
So, what could I do? I remember thinking to myself, I am only a 25-yearold, female, newly qualified pharmacist from Bedworth, so how can I turn this around? Faced with this challenge, it may seem unusual that I started to recall my time in a uniformed community group called Girls’ Brigade.
I first joined the group when I was five years old. It was a safe place where I could share experiences and make friends, and it was a defining part of my life. I’ve been connected to Girls’ Brigade in some way ever since.
Girls’ Brigade gave me leadership skills such as teamwork, communication, motivation and the ability to remain positive in all situations. All skills I came to value in my time at the pharmacy. Initially, as a teenager at Girls’ Brigade, I was given small leadership tasks such as leading a game with a small group, over time this developed into more complex tasks such as planning and leading a whole evening.
AS A YOUNG ADULT LEADER, I WAS ASKED TO HELP WITH YOUNG LEADER TRAINING
Shortly after this, I was asked to lead national young leader training. I enjoy running training events and helping others learn skills that can help at not only Girls’ Brigade but also in schools, workplaces, and all facets of life.
I even think that Girls’ Brigade influenced my career choice. At Girls’ Brigade they encourage you and allow you opportunities to help people. I enjoyed doing that – as well as science and chemistry. So, becoming a pharmacist brought my two loves together. Community pharmacies are important, often patients pop in without appointments to get medical advice, they stayed open throughout the pandemic serving the communities as best they could. Valuable to many in the community, parents with young children, they are a friendly face for the lonely, and provide the answers to quick medical questions and signpost to other help and support where necessary.
‘I even think that Girls’ Brigade influenced my career choice’
THE SKILLS I LEARNT IN GIRLS’ BRIGADE WERE EMPHASISED DURING MY TIME AT THIS STRUGGLING PHARMACY
As I trained foundation trainee pharmacists, I noticed that the leadership skills I had learned from a young age at Girls’ Brigade, I had the opportunity to share with the trainees at the pharmacy. It really brought to my attention how much Girls’ Brigade had given me over the years. It was more than the skills at face value – there were other very transferable skills that I was using when managing staff at the pharmacy.
In the first six months of my new, challenging role I began by working with staff for a few weeks to find out what was working well, what wasn’t, and how we could fix these problems together. Taking this step back allowed me to get to know regular patients, staff and local surgeries. Everything needed to be taken back to basics.
It was challenging to disentangle the change-averse culture of the pharmacy and although there were struggles with staff losses, the bringing in of new staff helped implement a new culture of progress and establish healthy processes for the branch. After about six months with many late evenings and weekends, it finally felt as if we were getting somewhere, and the branch began to run smoothly. After a year, we passed the GPhC inspection, and I felt that my hard work was really paying off.
Though it was difficult, I went on to not only keep the pharmacy afloat during the COVID-19 pandemic but turned it into a thriving business despite the challenges of inspections and various business changes.
I credit my success with the pharmacy to my participation in Girls’ Brigade. Without the leadership skills I learnt there growing up, I wouldn’t have had the skills needed to do that management role and turn the pharmacy around, saving it from closure, even with all my pharmacy knowledge and training.
MY TIME AT THE COMMUNITY PHARMACY AND THE CHALLENGES I FACED THERE HIGHLIGHTED THE IMPORTANCE AND NEED FOR EARLY LEADERSHIP EXPERIENCE AND DEVELOPMENT
So many young people today lack the transferable skills they need to succeed in a working environment. Community groups, like Girls’ Brigade, are excellent at encouraging and equipping young people with the transferable, and leadership skills they need to succeed in their future workplaces and become impactful leaders.
‘So many young people today lack the transferable skills they need to succeed in a working environment’
About 7 months ago, I felt it was time to leave my flourishing pharmacy to pursue a new challenge. working in a Primary Care Network as a Clinical Pharmacist. This is a training role currently, with the opportunity to develop my skills further to become an independent prescriber. I am excited to continue to develop as a pharmacist. But most of all, I am excited about being able to use my skills to help train others and develop those skills in them, that Girls’ Brigade helped to grow in me.
I continue to enjoy volunteering with Girls’ Brigade in my free time, taking time to help foster and develop young women of the future. It gives me so much joy to be able to develop and encourage young women, both in my career and in my volunteering with Girls’ Brigade. I hope that I am able to instil in other girls the confidence to do the same thing I did.
If you want to find out more about Girls’ Brigade in your area please visit their website: www. girlsbrigadeministries.org.uk
CARE-READY CONNECTIVITY:
VIRGIN MEDIA
O2 BUSINESS AND THE MISSION FOR ACCESS TO DIGITAL HEALTHCARE
New research from Virgin Media O2 Business surveying UK healthcare leaders has revealed it could take up to a decade before patients across the UK have equal access to digital healthcare.
This comes as Virgin Media O2 Business launches its ‘Care-ready Connectivity’ suite of health solutions in a move to help tackle the digital gap in UK healthcare.
The research report, ‘Bridging the digital gap in UK healthcare’, shows that despite over a third (34%) of respondents saying it could take 10 years to achieve digital equality for patients, there has been progress in recent years.
NHS STAFF RECOGNISE THE POSITIVE IMPACT THE INTRODUCTION OF INTEGRATED CARE SYSTEMS HAS HAD
NHS staff recognise the positive impact the introduction of Integrated Care Systems (ICS) has had, with 98% acknowledging that it has positively influenced technology adoption. Over half (51%) also believe there has been significant progress in the standardisation of digital systems since January 2023.
As anticipated, the biggest barrier to improved digital equality for staff and patients is a lack of funding, cited by 49% of respondents. This is followed closely by staff training needs (47%), infrastructure limitations (43%), concerns about data security (43%), and resistance to change (41%).
To continue accelerating progress and breaking down barriers, Virgin Media O2 Business’ Careready Connectivity package will include new Mobile Health Checks and access to expert Digital Explore Workshops for all NHS Trusts regardless of whether they are an existing customer.
THESE SOLUTIONS HAVE BEEN CREATED TO HELP NHS TRUSTS IMPLEMENT NEW TECHNOLOGIES AND IMPROVE
EFFICIENCY FOR STAFF AND ACCESS FOR PATIENTS
The Mobile Health Checks provided by Virgin Media O2 Business allow senior decision makers to review their entire mobile estate with tech industry experts, ensuring they are getting the most of out their infrastructure and that devices are up-todate, secure and optimised.
The Digital Explore Workshops involve collaborative face-to-face sessions which tackle digital inefficiency challenges that affect staff engagement with technology.
After carrying out these fact-finding sessions, industry experts at Virgin Media O2 Business can then create and share bespoke digital transformation roadmaps and communicate steps that can be taken to improve digital access for both staff and patients.
ALMOST
HALF (49%) OF RESPONDENTS ALSO RECOGNISED THE NEED TO PROVIDE MORE SUPPORT TO PATIENTS WHEN IT COMES
TO ADOPTING NEW ADIGITAL TOOLS
As a result, Care-ready Connectivity will sit alongside Virgin Media O2 Business’ wider digital inclusion programmes – the Connect More programme and the Tech Donation programme – both of which are already tackling the digital divide in local communities in terms of digital upskilling and access to devices.
Commenting on report findings, Mark Burton, Health & Social Care Lead, Virgin Media O2 Business, said: “There’s an opportunity for both the public and private sector to work together to bring about a revolutionary step change in the mindset of healthcare provision. With our new offer, we aim to empower individual NHS Trusts and organisations to take control of their own digital journey. Our research shows that digital progress is varied across the UK, and so we in the private sector must step up and support the NHS to provide the best possible digital environment for staff and patients across the nation.”
Virgin Media O2 Business is already providing integrated digital healthcare solutions for 110 NHS Trusts and since launching Care-ready Connectivity, have delivered four digital workshops.
One of the Trusts which has benefitted from the new Digital Explore Workshops already is Leeds Teaching Hospitals NHS Trust who have identified a number of underlying connectivity solutions to focus on to drive better patient care.
Mike Bacon, Programme Director at Leeds Teaching Hospitals NHS Trust said: “Reliable, safe and secure digital infrastructure is essential in providing high quality, integrated care across our hospitals, the city of Leeds and beyond. As we develop our plans to build a new hospital here in Leeds, it’s important to ensure our facilities are scalable and future-proofed for generations to come. Bringing together our project leadership team and knowledge experts from industry enabled the group to explore the art of the possible for digital healthcare.”
Further to the survey, 84% of decision-makers believe that the pace of tech rollout is going fast enough. On the other hand, 86% of people, think there needs to be more investment in digital skills.
THIS
POSES QUESTIONS AROUND WHETHER THE SECTOR RISKS DEVELOPING TECHNOLOGY TOO QUICKLY FOR THE SECTOR TO KEEP UP
This poses questions around whether the sector risks developing technology too quickly for the sector to keep up with in terms of digital skills.
Speaking to Mark Burton, he explained that this thought has many angles to consider. One of these considerations was the need to: “Look at it from multiple areas - the healthcare provider, the public that is receiving that care and the infrastructure that’s in place.
“I think it’s moving fast enough for the infrastructure that’s currently in place. When we look at that survey in more detail, we also know that the organisations themselves say that they are but that they don’t have sufficient infrastructure in place to push it further.”
“I think it’s super important that actually we get both the infrastructure and the skills development running at the same pace as the rollout, because otherwise, you could build the best technology that isn’t implemented.”
“So it’s super important that it’s done at the same pace. It’s the same when we start looking at those that are using it from a use perspective to the patient perspective, because actually, what we’re really trying to do in the health sector is enable people to become more efficient and more proficient at actually managing their own health.”
‘I think it’s super important that actually we get both the infrastructure and the skills development running at the same pace as the rollout’
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