Health Business 22.4

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ISSUE 22.4 www.healthbusinessuk.net

INTEGRATED CARE SYSTEMS

G-CLOUD 13

ENERGY & SUSTAINABILITY

FACILITIES MANAGEMENT

FACILITIES MANAGEMENT THAT MEETS EVOLVING HEALTHCARE NEEDS Health Business looks at NHS SBS’s new Hard FM 2 Framework

PLUS: DRONES | INFECTION CONTROL | DIGITAL NHS | HEALTHCARE ESTATES


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ISSUE 22.4 www.healthbusinessuk.net

INTEGRATED CARE SYSTEMS

G-CLOUD 13

ENERGY & SUSTAINABILITY

FACILITIES MANAGEMENT

FACILITIES MANAGEMENT THAT MEETS EVOLVING HEALTHCARE NEEDS Health Business looks at NHS SBS’s new Hard FM 2 Framework

Working towards net zero The NHS’s aim to become the world’s first net-zero national health service is certainly ambitious. However, many NHS Trusts, organisations and individuals are already making a big difference. With 60 per cent of the NHS’s carbon footprint occurring within the supply chain, this is an area where significant change can be made. This issue looks at NHS SBS’s new Hard FM framework which includes suppliers of low-carbon energy infrastructure.

PLUS: DRONES | INFECTION CONTROL | DIGITAL NHS | HEALTHCARE ESTATES

The digitisation of health and social care is also a hot topic at the moment, with the announcement of the government’s Plan for Digital Health and Social Care. Within the scope of the new plan, alongside the creation of Integrated Care Systems, there is plenty of hope for reduced emissions, with a reduction in paper use and an increase in efficiency. At a more localised level, trials are taking place across the country where drones are being used to transport medical supplies, taking vehicles off the road. This issue also looks at the Passivhaus design standard, which cuts energy use from buildings, with Foleshill Health Centre becoming the first NHS building to achieve Passivhaus certification.

Follow and interact with us on Twitter: @HealthBusiness_

With all 212 NHS Trusts now having a Green Plan, the NHS is already reducing emissions and is well on the way to becoming the world’s first net-zero national health service. Polly Jones, editor

P ONLINE P MOBILE P FACE-TO-FACE

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Contents

Contents Health Business 22.4 07 News

Green upgrades for hospitals; new plans for eco-sustainability; measures to combat winter pressures; and the recent cyberattack affecting NHS 111

17 Integrated Care Systems 17 21

With the pandemic highlighting the importance of the Health Service and Local Authorities working together, and indeed accelerating this collaboration, Health Business examines the collective responsibilities of Integrated Care Systems and how they can help reduce the burden on an overstretched NHS

21 Facilities Management

Keeping a safe and well-run environment in healthcare settings has a direct bearing on patient safety and care, the wellbeing of the NHS workforce and that of the wider public. With products continuing to evolve, a focus on carbon reduction, and lessons learned during the peak of the pandemic, NHS Shared Business Services has renewed its Hard FM Framework to reflect the modern needs of healthcare settings

47

39 Design & Build

While the Passivhaus standard is mostly used for housing, it is gradually gaining attention in the healthcare sector, with the first NHS building to achieve the energy-saving standard now open

51

41 Healthcare Estates

Returning for a full in-person event this year, Healthcare Estates has a full programme with speakers and workshops covering a wide variety of topics in healthcare estates

47 Energy & Sustainability Clean Air Day on 16 June saw the announcement that all NHS Trusts now have a green plan. Dr Nick Watts, Chief Sustainability Officer of the NHS looks at the impact this will have

51 Infection Control

73

As the World Health Organisation has recently claimed that Antimicrobial Resistance (AMR) is one of the top 10 public health threats facing humanity, Health Business examines their recent report into vaccination to fight AMR

Health Business magazine

51 Infection Control Following numerous recent reports on the threat posed by antimicrobial resistant drugs, Health Business examines the recent deal the NHS made with Pharma to kickstart the development of drugs to fight hospital superbugs

57 HETT Show Preview Coming to ExCel London on 27-28 September, the Health Excellence Through Technology Show explores the latest developments in digital infrastructure and data architecture

61 G Cloud The G-Cloud 12 agreement is due to come to end at the end of September, to be replaced by G-Cloud 13. Health Business examines the changes in G-Cloud 13, which is still focussed on the procurement of cloud-based computing services

67 Digital NHS Released at the end of June, the government’s policy paper “A plan for digital health and social care” sets out the national digital goals and investments for digital health and social care and the strategies needed to achieve them. Health Business looks at the benefits and potential challenges

70 Technology At the beginning of 2020, just weeks before the Covid-19 pandemic changed the world, Baroness Julia Cumberlege went on a visit she described as “a revelation”. At University Hospitals of Derby and Burton NHS Foundation Trust, she witnessed the organisation’s Scan4Safety programme first-hand, discovering how every item used on a patient was scanned and recorded before use. Baroness Cumberlege was then in the process of conducting her two-year review into the use of Primodos, sodium valproate and pelvic mesh

73 Technology Following a number of trials, Health Business looks into the impact drones could have on the future of the NHS

www.healthbusinessuk.net Issue 22.41 | HEALTH BUSINESS MAGAZINE

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News

NET ZERO

Funding announced for green upgrades for hospitals

Public sector organisations, including NHS trusts, will be able to access up to £635 million of funding to install energy efficiency

measures and low-carbon heating. Public buildings, such as hospitals, will be eligible for the funding to spend on energy efficiency upgrades, such as double glazing and loft insulation. Public sector organisations, such as NHS Trusts and local authorities will be able to apply for grants from September. According to the government press release, the upgrade could save public sector bodies an average of £650 million per year over the next 15 years. This round of funding is part two of £1.425 billion to be allocated through the Public Sector Decarbonisation Scheme between 2022 and 2025. Projects that have previously received funding include Nottingham University Hospitals NHS Trust, which used the money to install water source heat pumps at

Queens Medical Centre and Birmingham Women’s and Children’s NHS Foundation Trust used their grant to install clean heating and energy efficiency measures in their hospitals. Business and Energy Minister Lord Callanan said: “We are already delivering upgrades to hundreds of public buildings across England, making them cheaper to run and saving taxpayers millions of pounds each year. “By helping even more public sector bodies ditch costly fossil fuels, we are taking an important step towards a more sustainable future while driving economic growth across the country and continuing to support tens of thousands of jobs.” READ MORE

SUSTAINABILITY

CYBERSECURITY

Scotland launches national strategy for NHS eco-sustainability

NHS cyberattack confirmed as ransomware attack

Scotland has launched a national strategy which aims to make the NHS environmentally sustainable. The strategy was launched at the Balfour Hospital, in Kirkwall, Orkney, Scotland’s first low-carbon new-build hospital. The hospital is fully electric with air-to-water heat pumps generating all hot water and heating, and also has its own solar panels. The NHS Scotland Climate Emergency and Sustainability Strategy is targeting five areas for sustainability. These include buildings and ensuring they are well insulated and efficient and use renewable heating systems; low emission travel including electric vehicles and making it easier for staff, patients and visitors to travel by public transport and bicycle; cutting emissions in the supply chain of goods and services; reducing emissions from medicines; and supporting communities to adapt to climate change. Health Secretary Humza Yousaf said: “As we continue our efforts to push ahead with the recovery of health and social care after the challenges of the last two years, we need to think long-term about how to make services more sustainable. With such a large estate, environmental sustainability is a key part of that for the NHS, so I’m pleased to be able to launch this strategy today.

“Our approach will help us to build on the great work which has already been done to accelerate our efforts to cut greenhouse gas emissions and become environmentally sustainable. As well as the environmental impacts, I am also very mindful of the recent increase in energy prices, and there is a clear benefit in reducing energy use and increasing efficiency in everything we do. “To achieve the transformational change that is necessary we need to establish a culture where resources are safeguarded and used responsibly. With that in mind I have been really impressed with what I have seen in Orkney. The team here are driving forward innovative ways to ensure they have low carbon emissions.” Michael Dickson, Chief Executive of NHS Orkney Chief Executive, said: “We have been delighted to show Mr Yousaf around the fantastic facilities we have here in Orkney. It is testament to the whole community how committed we are to building a sustainable future. “We are proud to be leading the way in new hospital and healthcare buildings with sustainability being at the forefront of planning.” READ MORE

The recent cyberattack on a major IT provider to the NHS has been confirmed as a ransomware attack. The IT provider Advanced, which supplies digital services to the NHS such as NHS 111, said it may take three to four weeks to fully recover. They did not say whether any NHS data had been stolen or whether the company was in negotiations with hackers or paying a ransom to them. Advanced said: “We are rebuilding and restoring impacted systems in a separate and secure environment.” The NHS has said the disruption was minimal. A spokesperson for NHS England said: “While Advanced has confirmed that the incident impacting their software is ransomware, the NHS has tried and tested contingency plans in place including robust defences to protect our own networks, as we work with the National Cyber Security Centre to fully understand the impact. “The public should continue to use NHS services as normal, including NHS 111 for those who are unwell, although some people will face longer waits than usual. “As ever, if it is an emergency, please call 999.” The National Cyber Security Centre, part of GCHQ, says it is working with Advanced to help it recover. A spokesman said: “Ransomware is the key cyber-threat facing the UK, and all organisations should take immediate steps to limit risk by following our advice on how to put in place robust defences to protect their networks.” READ MORE

Issue 22.41 | HEALTH BUSINESS MAGAZINE

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News

WINTER PRESSURES

NHS announces measures to combat winter pressures

In anticipation of the busy winter period, the NHS has announced measures to boost capacity and resilience including increasing bed availability and staff numbers. In order to prepare local services for additional pressure, local health chiefs will be implementing plans to create the equivalent of 7,000 more beds through a mixture of new hospital beds, ‘virtual ward’ spaces and initiatives to improve patient flow over the coming months. More call handlers across the country will also be recruited, with at least 4,800 staff working in 111 and 2,500 in 999 call rooms to deal with higher demand. The NHS will also work more closely with social care services, to ensure that people receive the care and support they need to

leave hospital as quickly as possible, with the latest stats showing only 40 per cent of patients were able to leave hospital when they were ready in July. Planning is already underway for an autumn COVID-19 booster programme and the annual flu campaign. Other measures have been announced to boost resilience in and out of hospital services. These include an extra £10 million funding for mental health services throughout the winter, mental health professionals deployed in 999 call centres and supporting GP services to recruit extra social prescribing link workers and care-coordinators to support patients with other needs. Professor Sir Stephen Powis, NHS national medical director said: “Winter is always a busy period for the NHS, and this is the first winter where we are likely to see combined pressures from COVID and flu, so it is right that we prepare as early as we can for the additional demand that we know we will face. “Staff are already under pressure with continued high demand for our services – with figures showing the busiest summer

ever for NHS emergency departments, with 2.18 million A&E attendances and almost 900,000 999 calls answered in June, and in July the highest number of category 1 ambulance callouts since records began”. “Ahead of the winter, we want to make sure we are doing everything we possibly can to free up capacity so that staff can ensure patients get the care they need – this includes timely discharge, working with social care, and better support in the community with the expansion of virtual wards. “We are also making the most of the advantages that a national health service provides – hospitals will be working closely together to ensure patients can be seen anywhere in the country and to speed up call times when patients call 111. “As ever, it is vital that the public continues to use NHS services in the usual way including using 999 in an emergency and using NHS 111 online for other health issues. “And when the time comes, book in for your COVID and flu vaccines if you are eligible”. READ MORE

COVID VACCINES

UK medicines regulator approves first bivalent COVID-19 booster vaccine

The Medicines and Healthcare products Regulatory Agency (MHRA) has approved an updated version of Moderna’s COVID19 vaccine that targets two covid variants (known as a “bivalent” vaccine). The vaccine was found to meet the UK regulator’s standards of safety, quality and effectiveness. Half of the vaccine (25 micrograms) targets the original virus strain from 2020 and the other half (25 micrograms) targets Omicron. After reviewing the evidence, the government’s independent expert scientific

advisory body, the Commission on Human Medicines, endorsed the decision. The announcement follows a clinical trial which showed that a booster with the bivalent Moderna vaccine triggers a strong immune response against both Omicron (BA.1) and the original 2020 strain. The side effects observed with the new vaccine were the same as those seen for the original Moderna booster dose and were typically mild and self-resolving. No serious safety concerns were identified.

Dr June Raine, MHRA Chief Executive said: “I am pleased to announce the approval of the Moderna bivalent booster vaccine, which was found in the clinical trial to provide a strong immune response against the Omicron BA.1 variant as well as the original 2020 strain. “The first generation of COVID-19 vaccines being used in the UK continue to provide important protection against the disease and save lives. What this bivalent vaccine gives us is a sharpened tool in our armoury to help protect us against this disease as the virus continues to evolve. “We have in place a comprehensive safety surveillance strategy for monitoring the safety of all UK-approved COVID-19 vaccines and this will include the vaccine approved today.” Professor Sir Munir Pirmohamed, Chair of the Commission on Human Medicines said: “The Commission on Human Medicines and its COVID-19 Vaccines Expert Working Group has independently reviewed the data on safety, quality and effectiveness and agrees with the MHRA’s decision.” “The virus, SARS-CoV-2, is continually evolving in order to evade the immunity provided by vaccines. This novel bivalent vaccine represents the next step in the development of vaccines to combat the virus, with its ability to lead to a broader immune response than the original vaccine.” READ MORE

Issue 22.41 | HEALTH BUSINESS MAGAZINE

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News

NHS BACKLOG

NHS longest waits “virtually eliminated”

According to an NHS press release, the longest waits for scans, checks, surgical procedures and other routine treatment have been “virtually eliminated”.

This is the first mile-stone in the NHS Elective Recovery Plan, which was published earlier this year, and sets out how the health service can address the Covid backlog. The plan’s first step was focused on people who had waited two years or more - however those who chose to wait longer, did not want to travel to be seen faster, or very complex cases requiring specialist treatment were excluded from the stats. At the start of the year, there were more than 22,500 people who had been waiting two years or more and a further 51,000 who would have been waiting two years by the end of July. This number has been reduced to 2,777. NHS staff including nurses, doctors, therapists and physios have been praised for their hard work. NHS chief executive Amanda Pritchard said: “Thanks to the hard work and dedication of

our staff, the NHS has delivered the first milestone in our Elective Recovery Plan. “It has only been possible because the NHS has continued to reform the way we deliver care, using innovative techniques and adopting pioneering technology like robot surgery, and through building new relationships and mutual aid arrangements across systems to offer patients the opportunity to be transferred elsewhere and get the care they need as quickly as possible. “The next phase will focus on patients waiting longer than 18 months, building on the fantastic work already done, and while it is a significant challenge our remarkable staff have shown that when we are given the tools and resources we need, the NHS delivers for our patients”. READ MORE

BOWEL CANCER

CANCER

NHS bowel cancer checks reach record-high

New funding to cut cancer waiting times in Scotland

The number of people coming forward for bowel cancer checks has reached a record high, thanks to the awareness raised by Dame Deborah James. Between May and July this year, there were over 170,500 people referred for suspected lower gastro-intestinal cancers - this is more than 30,000 compared to the same period last year, and nearly 80,000 higher than the same period two years ago. The NHS Digital figures show that Dame Deborah’s campaigning, alongside the latest NHS Help Us, Help You campaign, had an immediate impact, as referrals for bowel cancer were up 60% on pre-pandemic levels. There were also almost 200,000 more estimated visitors to the NHS website for the symptoms of bowel cancer. The symptoms of bowel cancer include blood in your poo, a change in bowel habits or tummy pain, and unexpected weight loss or fatigue. Dame Deborah passed away from the disease in June.

National Cancer Director, Dame Cally Palmer said: “Thanks to the brave and relentless campaigning of Dame Deborah James, bowel cancer has come to the forefront of a national conversation on catching cancer as early as possible, and the fact that we have seen record numbers of people coming forward for bowel cancer checks shows people are taking the illness seriously and speaking to their GPs about it. “It is so important that we continue the work of Dame Deborah to raise awareness of bowel cancer and save more lives, so to anyone who has noticed symptoms, please do come forward”. Genevieve Edwards, Chief Executive at Bowel Cancer UK, says: “People visiting bowelcanceruk.org.uk has never been higher, with tens of thousands more people seeking information about the symptoms of the disease since Dame Deborah James’ tragic death. There was also a spike in people affected by bowel cancer posting on our forum, contacting our Ask the Nurse service and we know that people have visited their GP as a result of hearing her story. “Almost 43,000 people are diagnosed with bowel cancer each year in the UK and, since her own diagnosis with the disease and right up until her death, Dame Deborah campaigned tirelessly to raise vital awareness of bowel cancer. Being aware of the symptoms and visiting your GP if you are concerned can help increase chances of an early diagnosis when the disease is easier to treat”. READ MORE

The Scottish Government has announced £10 million of funding to speed up cancer services and improve waiting times. The money will be shared among the health boards and aims to increase the number of operations available, create extra clinics, and upskill new staff in order to speed up the delivery of endoscopy, radiology and chemotherapy treatment. The new funding comes on top of the £10 million that was allocated to Health Boards last year which was used to support cancer services during the pandemic. This money funded new healthcare staff, additional weekend clinics and operations in areas where they were most needed as well as helping to create a new Urological Diagnostic Hub in NHS Highland. The funding was announced by Scottish Health Secretary Humza Yousa, whilst on a visit to NHS Forth Valley’s Breast Cancer One-Stop Clinic, which has been paid for by this funding. Mr Yousaf said: “Despite the challenges of the pandemic, NHS Scotland has consistently met the 31-day standard for starting cancer treatment with an average wait of four days once a decision to treat has been made – that’s testament to the relentless efforts of our fantastic healthcare staff across the country. However we must [do] more to improve our 62day performance. “Covid has not gone away and pressures remain, which is why we are providing health boards with a £10 million cash boost to drive down waiting times so that cancer patients can receive the best care as early as possible.” READ MORE

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News

POLIO

OBESITY

Polio vaccine offered to all London children aged one to nine

Junk food ad ban on tube reduces obesity

The Joint Committee on Vaccination and Immunisation (JCVI) has recommended that a targeted inactivated polio vaccine (IPV) booster dose should be offered to all children between the ages of one and nine in all London boroughs, following the discovery of type 2 vaccine-derived poliovirus in sewage in north and east London. The booster will provide a high level of protection from paralysis and help reduce further spread of the virus. The overall risk of paralytic polio is considered low anyway, as most people are already protected by vaccination. Parents will be contacted by the NHS in London when it’s their child’s turn to come forward for a booster or catch-up polio dose. Parents are asked to take up the offer as soon as possible. The programme will start in the area affected, where the virus has been detected and where vaccination rates are low. There will then be a rapid rollout across all boroughs. The booster is on top of the NHS childhood vaccination catch-up campaign, which is already in place in London. London has lower childhood vaccination rates than the rest of the country. Dr Vanessa Saliba, Consultant Epidemiologist at UKHSA, said: “No cases of polio have been reported and for the majority of the population, who are fully vaccinated, the risk is low. But we know the areas in London where the poliovirus is being transmitted have some of the lowest vaccination rates. This is why the virus is spreading in these communities and puts those residents not fully vaccinated at greater risk. “Polio is a serious infection that can cause paralysis but nationally the overall risk is considered low because most people are protected by vaccination. The last case of polio in the UK was in 1984, but decades ago before we introduced the polio vaccination programme around 8,000 people would develop paralysis every year. “It is vital parents ensure their children are fully vaccinated for their age. Following JCVI advice all children aged 1 to 9 years in London need to have a dose of polio vaccine now – whether it’s an extra booster dose or just to catch up with their routine vaccinations. It will ensure a high level of protection from paralysis. This may also help stop the virus spreading further.” Jane Clegg, chief nurse for the NHS in London said: “While the majority of Londoners are protected from polio, the NHS will shortly be contacting parents of eligible children aged 1 to 9 years old to offer them a top-up dose to ensure they have maximum protection from the virus. “We are already reaching out to parents and carers of children who aren’t up to date with their routine vaccinations, who can book a catch-up appointment with their GP surgery now and for anyone not sure of their child’s vaccination status, they can check their Red Book.”

the effect of the policy by looking at what consumers are purchasing in their weekly food shops via surveys, and comparing trends in London to a control group of households outside London where there were no restrictions on advertising in place. According to the research, in terms of preventing health conditions, the policy has had the biggest impact on people from deprived areas. Dr Chloe Thomas, first author of the study from the University of Sheffield’s School of Health and Related Research, said: “We all know how persuasive and powerful advertising can be in influencing what we buy – especially the food we eat. “Our study has shown what an important tool advertising restrictions can be in order to help people lead healthier lives without costing them more money. “We hope that demonstrating the policy’s significant benefits in preventing obesity and the diseases exacerbated by obesity will lead to it being rolled out on a national scale.”

READ MORE

According to research, the restriction of junk food advertising on Transport for London (TfL) services has prevented almost 100,000 cases of obesity. The research from the University of Sheffield and the London School of Hygiene & Tropical Medicine estimates that the policy could save the NHS more than £200 million over the lifetime of the current population. The researchers believe that the policy has directly led to 94,867 fewer obesity cases than expected, 2,857 fewer diabetes cases, and 1,915 fewer cases of cardiovascular disease. The policy, which has been in place since 2019, restricts the advertisement of foods high in calories from sugar and fat or high in salt. The research was carried out by assessing

READ MORE

HEPATITIS C

New NHS screening programme for Hepatitis C A new NHS screening pilot will potentially provide life-saving treatment for thousands of people living with Hepatitis C. This is part of the NHS ambition to eliminate the virus by 2030. The programme will search health records for Hepatitis C risk factors such as historic blood transfusions or those living with HIV to identify people who could have the virus. Those identified will be invited for a review by their GP and further screening if necessary. Anyone who tests positive for Hepatitis C will then be treated. The UK Health Security Agency (UKHSA) estimates 81,000 people in England are currently living with Hepatitis C. The bloodborne virus infects the liver and if left untreated, it can cause serious and potentially life-threatening damage, leading to cirrhosis, liver failure and cancer. There is also a risk of spreading the disease to others. Staff are also visiting at-risk communities in specially equipped trucks to test for the virus and carry out liver health checks. Professor Graham Foster, National Clinical Chair for the NHS England’s Hepatitis C Elimination Programmes, said: “This pilot marks a significant step forward in our fight to eliminate chronic Hepatitis C in England by 2030 by enabling the NHS to use new software to identify and test patients most at risk from the virus – potentially saving thousands of lives.

“Hepatitis C can be a fatal disease which affects tens of thousands across the country but with unlimited access to NHS treatments, innovative patient finding initiatives such as this one, community outreach projects such as liver trucks to detect liver damage on the spot – we will continue to boost the life chances of thousands of patients by catching the virus even earlier”. Rachel Halford, chief executive of The Hepatitis C Trust, said: “Thanks to the brilliant advances we have seen in Hepatitis C treatment in recent years we have a real opportunity to eliminate the virus as a public health concern in the next few years. However, in order to do so we need to make progress in finding those living with an undiagnosed infection and refer them into treatment. “That is why the announcement of this new screening programme is such welcome news. Primary care is where we are most likely to find those who have been living with an undiagnosed infection for many years. “ There has been brilliant work to expand testing in a wide range of settings in recent years but we have not yet seen the advances we need to see in primary care. “The roll-out of this screening programme is therefore another crucial step towards achieving elimination”. READ MORE

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News

INFECTED BLOOD SCANDAL

Compensation announced for infected blood victims

It has been announced that victims of the infected blood scandal will receive an interim compensation payment of £100,000.

The payments will be made to those infected and bereaved partners in England, Scotland, Wales and Northern Ireland by the end of October. Those infected and bereaved partners should be registered with one of the four UK infected blood support schemes to receive payment. Further advice will be available shortly. The payments will be tax-free and will not affect any financial benefits support a person is receiving. The announcement follows and meets the recommendations set out by inquiry chair Sir Brian Langstaff in his interim report last month. Health and Social Care Secretary, Steve Barclay, said: “The infected blood scandal should never have happened. In accepting Sir Brian Langstaff’s recommendations,

today we are taking an important step in righting this historic wrong for the thousands of people infected and bereaved partners left behind. “Building on the ongoing support we are providing through the England Infected Blood Scheme, these new interim payments of £100,000 will ensure those impacted across the whole country by this injustice can access the compensation they need, right now. “I’m grateful to those who have campaigned extensively in support of these changes – we have listened and work is underway to ensure those impacted by this tragedy receive the support they rightly deserve.” READ MORE

HEALTH TECH

Type 1 diabetes patients eligible for continuous glucose monitors

NHS patients in England with Type 1 diabetes will soon be eligible for continuous glucose monitors after a new deal was signed. Diabetes patients will be able to monitor their glucose levels at all times without having to scan or take a finger prick test, with the use of a wearable arm gadget, which sends information to a mobile app. A new deal with manufacturers DEXCOM, means that continuous glucose monitors will now be available for NHS patients on prescription. It is believed that the rollout of the technology will help diabetes patients better manage their condition and therefore reduce hospitalisations and associated diabetic illnesses which will in turn reduce pressure on the NHS.

Dr Partha Kar, national speciality advisor for diabetes and obesity said: “This is a huge step forward for Type 1 diabetes care and these monitors will be life-changing for anyone with the illness – giving them more choice to manage their condition in the most convenient way possible – as well as the best chance at living healthier lives, reducing their risk of hospitalisation and illnesses associated with diabetes, which in turn reduces pressure on wider NHS services. “The new deal also delivers on our commitment to get patients the latest cutting-edge medical technology at the best value for taxpayer money – saving the NHS millions over the coming years”. Andy Lavender, Live Well co-ordinator for the NHS and a local chair for the charity

Diabetes UK has been living with Type 1 Diabetes since he was two years old. He said: “I hope this will be the beginning of the end of people needing to draw blood several times a day to test their blood glucose. My CGM changed my life, I would test my bloods 14 times a day and now I just look at my smartphone and my blood glucose is there. “I know many people won’t test blood glucose in public or in a coffee shop and they will go to the toilet to test, but now they can just glance at the screen. It’s less painful, less stressful and far better to control a condition that can be affected by so many things.” READ MORE

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Advertisement Feature

Warrington and Halton’s new bespoke Parking Permit System With more than 30 years’ experience in the management of NHS car parks, GroupNexus has designed a digital permit system that is secure and user friendly Background With over 30 years’ experience managing NHS car parks, GroupNexus has built up a deep knowledge of the challenges and nuances of hospital parking. We have applied this knowledge to create a secure digital permit system that, whilst complex at the back-end, provides a userfriendly, self-serve client and staff interface. As well as significant administrative cost savings, NexusPermit has been designed with the features and functionality to enable clients to meet the government’s manifesto commitments for the provision of free parking for designated groups. NexusPermit enables a client to design and build their own application forms, create new users and permissions, and manage the entire scoring and approval process, including postcode exclusion, all using a simple web interface. Warrington & Halton Teaching Hospitals NHS Foundation Trust Case Study The Challenge Warrington & Halton Teaching Hospitals NHS Foundation Trust have many different car parks serving multiple sites, and need to cater for a large number of different user groups. Demand for staff permits outstripped space availability, and they faced a lot of parking abuse. The Trust wanted to be able to grant staff different permissions based on their own scoring and qualification criteria, enabling use of some/all car parks at various times depending on their role and shifts. Therefore this needed to be catered for in their Permit and Enforcement system. The Trust went to market to look for a system that could manage the application, approval and permit management process for 8 distinct permit groups. Having explored a system that wasn’t fitfor-purpose, they needed to find a system that could deal with all of their requirements, was simple to use, and could handle the migration process without placing a huge administrative burden on the Trust.

have a maximum number of permits that can be granted, varying site times and a predefined expiry date so all permits can be renewed at the same time, regardless of when they were added. The configurable application scoring system allows them to set unlimited questions and criteria in order to allocate staff permits, and the correct level of free or discounted parking to the right groups. With high demand for permits at these sites, the scoring system is applied to new applicants and those on the waiting list. With thousands of staff, the ability to empower each applicant to manage their own application process removed a huge administrative burden from the Trust. Permit Applicants are invited by email, providing them with a login that allows them to register and complete their application online, get notified of the decision once reviewed, and pay for the appropriate permit (if applicable), and manage their permit themselves, e.g. if they need to change their car registration number. By working closely together we have successfully provided the Trust with a permit system that serves all their complex needs. Implementation Within weeks, we were able to put together a migration plan to extract the Trust from their existing permit system, help them build their Permit User Groups and Application Forms, and send these out to all of their staff to go through the application process. During the onboarding process over 3,200 staff registered an application and NexusPermit is now integrated with their ANPR and Enforcement system. NexusPermit can be easily integrated with ANY Car Park Management System already in operation, including ANPR and barriered systems.

The Solution We worked closely with Warrington & Halton Teaching Hospitals to demonstrate and ensure that NexusPermit met all of their requirements; for example, facilitating the need for their Permit Groups to not only govern the car parks that they could use, but also the times of day they could park. Using the ANPR cameras within each of the car parks, we were able to monitor the different Permit User Groups to ensure compliance. Our system also allows Permit Groups to have specific rules set up, for example, a group can

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

The system is now completely managed by the Trust, and they have the ability to make any changes they wish - such as revising the application process, the questions, the scoring criteria and the permit rules. Results NexusPermit puts our clients in control. It gives them flexibility and creates efficiencies for related admin tasks. “We’re delighted to have a new permit system that is flexible enough to suit our complex and specific needs. With multiple sites and zones across Warrington and Halton Teaching Hospitals, NexusPermit allows us to manage our parking with ease, providing spaces for those that need them. It’s been a pleasure working with GroupNexus in the planning and implementation phases of this project. They have promptly assisted with queries, making it a smooth journey from start to finish.” Phil Sloan, ASMA, Head of Security & Car Parking. NexusPermit If you’d like to find out more about our bespoke NHS Permit System, see below. L FURTHER INFORMATION www.groupnexus.co.uk/permit hello@groupnexus.co.uk


Integrated Care Systems

Integrated Care Systems: benefits and challenges With the pandemic highlighting the importance of the Health Service and Local Authorities working together, and indeed accelerating this collaboration, Health Business examines the collective responsibilities of Integrated Care Systems and how they can help reduce the burden on an overstretched NHS Following many years of locally led development, pilots and recommendations from NHS England, on 1st July, 42 Integrated Care Systems (ICS) were established across England on a statutory basis, with both the NHS Long Term Plan and more recently, the government’s Health and Care Bill placing them at the heart of the NHS. What is an ICS? ICSs were created with the purpose of bringing together partner organisations to plan and deliver joined-up health and care services. The aims of ICSs include improving outcomes in population health and healthcare; tackling inequalities in outcomes experience and access; enhancing productivity and value for money; and helping the NHS support broader social and economic development. Other goals include improving the health of children and young people; supporting people to stay well and independent; acting sooner to help those with preventable conditions; supporting those with long-term conditions or mental health issues; and caring for those with multiple needs as populations age.

Place-based partnerships include the NHS, Those involved in ICSs include an Integrated local councils, community and voluntary Care Partnership (ICP); an Integrated Care organisations, local residents, service users Board (ICB); local authorities, including and those who support and care for service those responsible for social care and users. Place-based partnerships lead the public health functions; place-based detailed design and delivery of integrated partnerships; and provider collaboratives. services across each ICS. An ICP is a statutory committee Provider collaboratives formed between the NHS bring together providers with integrated care board and all the aim of working at scale upper-tier local authorities across multiple places in that ICS’s area. The Providin and one or more ICSs. ICP is responsible for g joinedproducing an integrated u p c are will me Potential benefits care strategy. seamle an a more While ICSs are currently An ICB is a statutory ss journ in their infancy, their NHS organisation ey for pati benefits are clear. with the responsibility e nts Providing joined-up of developing a care will mean a more plan for meeting the seamless healthcare journey health needs of the local for patients, as clinicians population, managing the will already have access to their NHS budget and arranging for healthcare records and information the provision of health services in about their condition. This means patients the ICS area. Note, Clinical Commissioning will only have to explain their conditions and Groups have been shut down as a answer questions once instead of repeating E result of the establishment of ICBs. Issue 22.41 | HEALTH BUSINESS MAGAZINE

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Integrated Care Systems

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 themselves to each healthcare professional they come across. This should improve the patient’s journey through the care system, making it faster, more seamless and less stressful. Providing holistic care will be a benefit to patients, so treatment for different health conditions is not isolated. The overall health of the patient will be considered when being treated, rather than the patient seeing one person for one health problem and then seeing another unrelated professional for another health problem. The localisation of ICSs provides the ability to produce local solutions to local problems. For example, if a local area has a high rate of smoking, or a large elderly population, the ICS can work together to combat the problems and challenges that are associated with these populations and direct funding and resources towards these areas. Increased sharing of data, information, and best practice means organisations will be able to improve the way they work and share lessons learnt and how best to tackle a challenge or treat a health problem. This should lead to improved healthcare. Following on from this, sharing data and identifying localised health problems means organisations and authorities have the ability to prevent health problems before they get worse. For example, if an area is seeing a high number of patients presenting with alcohol-related problems, they can look at ways of reducing the consumption of alcohol in the local community. Identifying demographic trends in areas such as housing and unemployment can help identify those at risk of certain health conditions and give them contact with the health service before the problem worsens. Joined-up healthcare and cooperation between primary and secondary care

means patients should be directed to the right organisation or professional more quickly. This should help reduce pressure at both ends of the scale on GPs and on A&E departments, with fewer people going to their GP for ongoing conditions and fewer people going to A&E when they don’t know where else to go. This should reduce unnecessary consultations right across the health service and free up time and resources. All of the above-mentioned should reduce pressure on NHS workload and finances, as well as improving patient experience. Challenges While there are several benefits of ICSs, they will face some challenges. First of all, their introduction is a massive change - not everyone likes change and it takes some getting used to. Implementing any change on this scale would be a huge challenge in itself, but whilst the NHS and its staff are under an unprecedented amount of pressure, from Covid, backlogs, staff retention issues and much more, it will be even more difficult. Staff must be encouraged to accept the changes and supported to implement them.

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

NHS and social care workers need to be willing to work with and trust others who they may not have worked with before. Finally, different ICSs in different areas will face varying pressures and workloads. Areas with high numbers of young working professionals have different workloads to areas with high unemployment. Areas with large elderly populations will face different challenges to areas with large student populations and so on. There is a concern that ICSs in areas with populations with more health problems will be under more strain than those with healthier populations, and these areas will need the funding and support to deal with this. Despite the challenges they face and their infancy, against a backdrop of unprecedented NHS pressures, the introduction of ICSs will help reduce the burden on the NHS with more targeted and holistic care for patients. Overall, this should reduce strain on NHS staff, resources and finances and improve the patient experience. L FURTHER INFORMATION www.england.nhs.uk/integratedcare


Advertisement Feature

Apprenticeship provider delivering tailored training MBKB are a specialist training provider for the NHS, working collaboratively with the NHS Leadership academy. Uniquely, we have written the Edward Jenner Leadership programme into all our apprenticeship programmes, to deliver fully bespoke, NHS-focused, high-quality apprentice programmes

In 2022, MBKB won the AAC/FE Week Apprenticeship Provider of the Year. Our vision, which relates to our team, apprentices and employers is simply this: “Empowering you to selfdiscover the secrets of your success and elevate your future.” Apprentices benefit from leading industry expert tutors, who effectively deliver apprenticeship and training at the leading edge of developments. The curriculums created provide up-to-date, challenging, yet flexibly delivered learning journeys, built using knowledge, experience and networks to provide a flexible module, tailored to each individual’s role, whilst also allowing for the unique needs of the NHS. Our skills module analysis and curriculum allow apprentices to identify current competency and knowledge right from the start, evaluating prior experience swiftly. To ensure additional stretch and challenging targets are assigned, we actively encourage apprentices to identify personal development and enrichments as part of their curriculum and allow the choice of adding in additional modules. The creation of our structured flexibility enhancements further develops the curriculum to build future career paths, enriching each programme to specific IAG and provided extended learning options. Apprentices’ understanding and embedding of new learning, knowledge and skills

are tested via thorough assessments built around each apprentice, who are checked consistently, with employers’ agreement. Partnership through training ensures the support and involvement of the employer and their learning development teams. This maximises the apprentice’s planned development including incorporation of off-the-job training, allowing us to address employer workplace and departmental needs and effectively map the offthe-job training element to real working-life requirements. Blended delivery options and styles ensure a tailored learning environment is suitable for every apprentice, allowing them to benefit from peer support, cross-sector examples and build their own delivery methods. The use of industry experts and guest speakers is well utilised to encourage ambition, demonstrate where a career can lead, build networks, and forge additional personal development opportunities. These motivational interactions effectively instil a belief and drive for enhanced personal development. We strive for all apprentices to feel motivated, engaged and developed throughout the apprenticeship and this includes growth as an employee to enable them to follow their chosen career path, these personal skills are important to them achieving their goals and personal development.

Programmes available Programmes available include; Leadership and Management, Level 3 to Level 7; Payroll Administrator and Assistant Manager; Junior Management Consultant; Associate Project Manager; Business Administration; Internal Audit Practitioner; Quality Practitioner; Corporate Responsibility and Sustainability Practitioner; Early Years; HR Support, Consultant Partner, and Senior People Professional; Learning and Development, Mentoring and Coaching Level 3 to Level 5. “MBKB deliver apprenticeships to our existing employees, and it is progressing smoothly. Nothing but praise for MBKB from the apprentice, her line manager and myself in terms of ease of working with the provider; attention to detail; great customer service and an awesome learning experience.” “We are so impressed by the content and support we will be signing up all our managers to an MBKB Leadership apprenticeship” “Promised to tailor the programme and they did, not only that but have also worked with us to provide extra support and be flexible every time we need them to be, thoroughly recommend.” L FURTHER INFORMATION mbkbgroup.com

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Working with the NHS and Healthcare Providers Novus is accustomed to working within a range of healthcare environments including primary care and acute hospital environments for both NHS Trusts and private sector clients. Our hospital maintenance service includes upgrades to operating theatres, laboratory maintenance, kitchen maintenance, toilet facilities and maintenance to reception and waiting areas. To learn more visit: www.novussolutions.co.uk/services/healthcare www.novussolutions.co.uk @_NovusSolutions Interiors

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Facilities Management

Facilities management that meets evolving healthcare needs Keeping a safe and well-run environment in healthcare settings has a direct bearing on patient safety and care, the wellbeing of the NHS workforce and that of the wider public. With products continuing to evolve, a focus on carbon reduction, and lessons learned during the peak of the pandemic, NHS Shared Business Services has renewed its Hard FM Framework to reflect the modern needs of healthcare settings The second iteration of the Hard FM Framework from NHS Shared Business Services is designed to respond to the need within the NHS for high-quality, innovative and cost-effective solutions, which help NHS trusts manage their estates successfully. The new framework’s scope has broadened to encompass Covid-19 safety provisions and includes a specific emphasis on sustainability and innovation. From infection control through to the maintenance and upkeep of medical facilities and equipment, keeping a safe environment in healthcare settings has a direct bearing on patient safety and care, the wellbeing of the NHS workforce and that of the wider public.

A costly business provisions and with a specific emphasis Data from NHS Digital’s 2020/21 Estates on sustainability and innovation. Return Information Collection shows that The framework agreement has been the annual cost of running the NHS Estate specifically designed for the NHS and stands at £10.2 billion - a four per cent healthcare sector, with inputs from NHS trusts increase on 2019/2020, with the cost of (procurement, estate management and capital clearing the required maintenance backlog development personnel), the wider healthcare having risen 2.2 per cent to £9.2 billion. community and other public sector bodies. With this in mind, NHS Shared Business It can provide up to 10 per cent savings Services (NHS SBS) launched its secondfor estate, facilities and capital development generation Hard Facilities teams that buy services through it. Management (Hard FM) With £800m expected spend via Framework Agreement, the framework over the next Data with a broadened four years, it could potentially shows t h scope to encompass equate to public sector e a nnual c Covid-19 safety savings of up to £80m. E ost

of running t h e N HS Estat £10.2 be stands at il per cen lion - a four t on 201 increase 9/2020

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Creating a world where all buildings deliver outcomes for everyone Aimteq and the wider learnd group of businesses we are part of, understand and appreciate the essential services the NHS perform for the UK population and the need for quality building environments to deliver the care and support, patients and staff need. As with all the Trusts we already support around the UK, our teams of specialists are on hand to help create the best possible service package to enable fast and effective BMS support to the site Estates team, whilst also looking to minimise the buildings carbon footprint. Our ultimate goal with all our clients is to be able to deliver a cost neutral service, whereby the energy savings we help uncover and deliver pays for our annual costs. These services can be procured through the NHS SBS Framework, which we are proud to be members of.

We look after 1 in 20 large commercial buildings in the United Kingdom. Helping them to reduce their emissions, make energy savings and flex their spaces to meet changing needs. For further information visit www.aimteq.co.uk / www.learnd.co.uk or contact Philip Withers on 0161 475 1777


Facilities Management

 The new framework caters for the significant developments in the digitisation and automation of systems and access control which have come to the fore since its previous iteration. An example of this is contactless preliminary temperature screenings at entry points in hospitals and healthcare settings during Covid, which detect individuals attempting to access the building who may have elevated body temperature. Low carbon provision As the UK’s largest employer, the NHS is responsible for around four per cent of the nation’s carbon emissions. It is, therefore, committed to tackling climate change by reducing its direct emissions to ‘net zero’ by 2040 and 2045 for those emissions it can influence. With 60 per cent of the NHS carbon footprint occurring within the NHS supply chain, public procurement will be leveraged to effect change. Therefore, commencing in April 2022, NHS England extended the reach of the Government’s model to deliver social value through its commercial activities

NHS Shared Business Services worked with NHS Trusts and organisations, the wider health community, and the public sector to develop a framework agreement that addresses three key challenges facing the healthcare industry; sustainability, innovation and safety solutions to the commissioning and purchase of goods and services by NHS organisations. The Hard FM Framework makes provision for this, via the 154 suppliers awarded a place across its 46 specialist lots. This mix of expertise spans the provision of low carbon energy infrastructure, incorporating smart microgrids with onsite generation of renewable energy. It also covers air cleaning, decontamination and infection control systems, as well as Covid-secure queue management systems and access control, partitioning, isolation

and social distancing systems, and integrated workplace management systems. Support for estate managers Brendan Griffin-Ryan, NHS SBS senior category manager for estates & facilities, said: “The management of NHS estates and facilities demands specialist expertise in areas such as strategic planning alongside comprehensive knowledge of the estate’s condition. Compliance, with an ever-increasing list of regulations, places further pressure on teams managing these vital services. This E Issue 22.41 | HEALTH BUSINESS MAGAZINE

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www.cooperostlund.com

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Effective facilities management Effective facilities management in healthcare buildings is important for a number of reasons. Not only does it ensure smooth operations, it sets a good impression on patients, staff and visitors – and can indeed contribute to effective recovery and wellbeing of patients. Clean, safe and wellrun buildings enable healthcare workers to focus on their job - that of treating and caring for patients - without distraction.

The renewed Hard FM framework from NHS Business Services was developed to meet the modern needs of the NHS, allowing for the continued innovation in products, and also incorporating lessons learned during the Covid-19 pandemic. Hospitals are emotive places, and having properly managed facilities can have a significant impact on employee morale and increase employee productivity. And significantly, having properly managed facilities enables the NHS to save muchneeded cash. Effectively managing premises, systems and equipment will reduce maintenance issues and help the focus shift to prevention rather than treatment. Delivering the framework NHS Shared Business Services was established in 2005 by the Department of Health and Social Care, in partnership with Sopra Steria. It reinvests a high percentage of revenue back into its services, allowing it to make significant capital investments at scale and at its own risk.

Facilities Management

 framework is designed to support estate managers meet these targets and provide a compliant route for reactive, planned and new installations of equipment and infrastructure. “With an approach heavily focused on sustainability, NHS SBS’s new framework agreement ensures broader ethical environmental objectives are considered and met, tying into the strategies and ambitions detailed in NHS England’s ‘Delivering a ‘Net Zero’ National Health Service’ plan. “The Covid-19 pandemic has presented new safety and infection control challenges and led to healthcare providers having to significantly adapt to ensure they can maintain Covid-safe environments. Hence the framework’s inclusion of a range of supplier services and innovative solutions, such as touch-free entrance technology, to support the new Covid-safety requirements.”

NHS Shared Business Services developed the second-generation Hard Facilities Management (Hard FM) Framework Agreement to help deliver improved sustainability, compliance and patient and staff safety for the NHS. It has been carefully designed to meet the specific challenges faced by estates, facilities, and capital teams. NHS Shared Business Services worked with NHS Trusts and organisations, the wider health community, and the public sector to develop a framework agreement that addresses three key challenges facing the healthcare industry; sustainability, innovation and safety solutions. The framework is supported by a carefully selected network of specialists, and offers a comprehensive range of products and services to meet these challenges with confidence. E

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Facilities Management

The NHS has committed to net zero by 2045 for the emissions it influences, through the goods and services it buys from its partners and suppliers.  The renewal of the Hard Facilities Management framework gives healthcare settings access to safe, reliable and highquality products to ensure their estate is managed compliantly, sustainably and with added social value. It also supports the reduction of their carbon footprint and improves patient and staff safety. All suppliers are fully compliant, and there’s a growing network of regional suppliers for more reactive, bespoke services. The framework helps buyers save time and money on formal tendering, and also helps hospitals make the most of their budget thanks to its competitive capped pricing. The details The Hard Facilities Management Framework from NHS Shared Business Services started in April 2022 and runs to April 2024, with the option to extend to 2026.

The Framework Agreement is free to access for all UK public sector bodies. It provides estates, facilities and capital teams a compliant route to market for the provision of hard facilities management products and services from a wide range of estates and maintenance specialisms, utilising both SMEs and national providers, to deliver either a single service, bundled service or provide a fully managed service. Key services covered include computerised estate and facilities management services; building works & maintenance services; power supply, fuel and steam plant; and electrical installation and maintenance. It also includes ventilation, air conditioning, air cleaning and decontamination, as well as infection control systems. Automatic and fire doors and entry management systems are also included on the framework.

Using the framework allows buyers to use an efficient FTS-compliant process. A detailed procurement exercise has taken place to ensure that suppliers who are selected meet all legislative requirements; therefore no formal tendering is required, which saves valuable time and money in the procurement process. The framework has been specifically developed for the NHS & Healthcare sector’s FM requirements, utilising input and expertise from NHS stakeholders. There are different ways to access the hard FM framework; the direct award provides the flexibility to choose suppliers within the agreement remit, while the fully managed service allows you to engage one supplier for all your requirements. The measured terms contract is available for reactive and planned maintenance of building, electrical, mechanical and painting and decorating. The framework allows users to benefit from competitive pricing, and capped pricing during the framework period can support budgeting. A mini-competition may be undertaken to meet the bespoke requirement of each customer. The framework uses a diverse supplier mix. It contains large national providers, but also a good number of regional SMEs to be more reactive to local needs. E Issue 22.41 | HEALTH BUSINESS MAGAZINE

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Refcool specialise in industrial temperature control equipment, with our extensive technical knowledge, supported by years of experience in industrial applications, we believe that service is the core of the business. Our chiller maintenance inspections are designed to ensure optimum energy efficiency and to fulfill your obligation to comply with the F gas Regulations.

A Refcool service includes: • Fgas compliant service visit and logbook • Performed by a experienced and qualified engineer • Preventative maintenance proposal to maximise machine up-time • Dedicated out of hours support helpline with 4 hour response time • Guaranteed call out rates and 10% discount on parts • All service reports sent to customer within 24 hours

Visit our website: refcool.co.uk

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Facilities Management

All suppliers are fully compliant, and there’s a growing network of regional suppliers for more reactive, bespoke services. The framework helps buyers save time and money on formal tendering, and also helps hospitals make the most of their budget thanks to its competitive capped pricing.  A pathway to net zero The renewed Hard FM framework includes a specific emphasis on sustainability, given that the NHS has ambitious net zero targets in place, and hospitals are required to develop ‘green plans’. Identifying the route to net zero emissions for a complex, highly specialised organisation as large as the NHS is particularly challenging. Two targets for have therefore been set; for the emissions the NHS controls directly, the target is to reach net zero by 2040, with an ambition to reach an 80 per cent reduction by 2028 to 2032.

However, for the emissions NHS can influence, it aims to reach net zero by 2045, with an ambition to reach an 80 per cent reduction by 2036 to 2039. Delivering these trajectories will require action across every part of the NHS. However, the main areas of action will be within estates and facilities, travel and transport, supply chain and medicines. Becoming more energy efficient is one of the most significant ways that healthcare estates can lower carbon emissions. The UK government is investing over £280 million in decarbonising the NHS E

Key Services Covered Computerised Estate & Facilities Management Services Building Works & Maintenance Services Power Supply, Fuel and Steam Plant Electrical Installation and Maintenance Ventilation, Air Conditioning, Air Cleaning and Decontamination; Infection Control Systems Automatic and Fire Doors and Entry Management Systems Statutory Inspections & Rating Support Services Ancillary Estate Services Hard FM Managed Services

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Removal and Relocation Specialists Contact our dedicated NHS account manager on:

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lindsey@rightgreen.co.uk www.rightgreen.co.uk Tel: 01274 977249 Mob: 07939 504341 Please get in touch with us on 01482 971 600 or email: hello@languageiseverything.com BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net


Facilities Management

 estate in England through the Public Sector Decarbonisation Scheme. One hospital that has received funding under the scheme is Leeds Teaching Hospital NHS Trust, which was awarded over £20m to install low carbon heating and energy efficiency measures across the Trust estate. The initial programme of works has seen the installation of air source heat pumps, which will reduce the consumption of natural gas, installing photovoltaics for electrical generation, switching to energy efficient LED lighting and replacing single glazed windows with low U value double glazing to reduce building fabric heat loss. The next phase of work will focus on reducing energy demand by installing draft proofing and roof insulation and expanding the number of buildings connected to the local district heating network. In April, Beckett Wing at St James’s University Hospital became the first

Trust building to connect to Leeds PIPES. The heating network provides affordable, reliable and sustainable heat to connected buildings. It uses recovered heat to serve the households and businesses across the city, including the Trust, to provide a lowcarbon alternative to the traditional burning of fossil fuels for hot water heating. Craige Richardson, director of estates and facilities at Leeds Teaching Hospitals NHS Trust said: “Reducing carbon emissions and achieving net zero is a top priority for the Trust. The funding will enable us to deliver schemes and initiatives that will reduce our carbon footprint and decarbonise our estate. “As an anchor institution, it’s important that we make a positive contribution to our local community, converting our waste into energy, not only benefits the Trust, it helps provide affordable low-carbon heating for households across Leeds”.

It is estimated that the projects will reduce carbon emissions by 5,500 tonnes per annum, which is equivalent to flying one way from Leeds Bradford Airport to New York 6,875 times, and the amount absorbed by 275,000 trees. Chris Kelly, associate director for estate risk and compliance at LTHT said: “By fully integrating our road map for decarbonising the Trust estate, we aim to achieve a targeted reduction in the Trust’s greenhouse gas emissions and meet the NHS 2040 net zero ambitions. This includes planned and strategic investments in energy and building infrastructure, focusing on reducing operational energy use, increasing renewable technology and low-carbon energy supply integration whilst maintaining resilience.” Carbon reporting for suppliers As part of the greener NHS plan, the NHS has committed to net zero by 2045 for the E Issue 22.41 | HEALTH BUSINESS MAGAZINE

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We are a new Shared Business Services NHS Framework Supplier with 25 years experience within the public sector, specialising in all aspects of electrical works. Compliance & EICR Testing

EV - Car Charging

EICR testing and remedials. Thermography – nonintrusive testing of the distribution boards. Our advanced camera’s will indicate any faults within the db’s as a heat source, not visual to the eye.

Our skilled team will complete site surveys, including load monitoring to validate the power availability of a site. We can then supply and install the best suited electric car chargers along with any infrastructure requirements. Back-end software can be added allowing clients to manage the chargers and generate revenue.

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We supply and install quality energy saving lighting which are maintenance free and backed by our industry leading warranties. Due to our experience within this sector, we can advise and source lighting to suit any environment.

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We offer a complete turnkey electrical installation service, from electrical design to a complete building installation. Our load monitoring machines can be installed nationally, these measure a sites power usage and rating.

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Funding packages are available for all works. T: 0845 5009006 E: nhs@tcsukltd.com W: www.tcsukltd.com


From April 2023, the NHS requires suppliers for contracts above £5 million to publish a carbon reduction plan for their UK Scope 1 and 2 emissions as a minimum (building on PPN 06/21). From April 2024, the NHS will extend the requirement for a carbon reduction plan to cover all procurements. Suppliers will be required to publish a carbon reduction plan for their UK Scope 1 and 2 as a minimum. From April 2027, all suppliers will be required to publicly report targets, emissions and publish a carbon reduction plan for global emissions aligned to

the NHS net zero target, for all of their Scope 1, 2 and 3 emissions. From April 2028, new requirements will be introduced overseeing the provision of carbon foot printing for individual products supplied to the NHS. The NHS will work with suppliers and regulators to determine the scope and methodology. From 2030, suppliers will only be able to qualify for NHS contracts if they can demonstrate their progress through published progress reports and continued carbon emissions reporting through the Evergreen sustainable supplier assessment. E

Issue 22.41 | HEALTH BUSINESS MAGAZINE

Facilities Management

 emissions it influences, through the goods and services it buys from its partners and suppliers. The Hard FM framework makes provision for this, via the 154 suppliers awarded a place across its 46 specialist lots. The NHS England Public Board has approved a roadmap to help suppliers align with its net zero ambition between now and 2030. It requires that from April 2022, all NHS procurements will include a minimum 10 per cent net zero and social value weighting. The net zero and social value guidance for NHS procurement teams will help unlock health-specific outcomes.

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A heartfelt thank you to all the incredible NHS Staff and Volunteers who have looked after us all during the pandemic and beyond Powell System Engineering is a Building Services Controls Company specialising in Building Energy Management Systems.The company works for key blue chip companies, the government, hospitals, schools and many large contractors. PSE takes advantage of new technology to assist clients in becoming more environmentally and energy efficient.

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Evolving needs of healthcare The renewed Hard FM framework from NHS Business Services was developed to meet the modern needs of the NHS, allowing for the continued innovation in products, and also incorporating lessons learned during the peak of the Covid-19 pandemic. What’s more, with a major focus on carbon reduction – from its estates as well as its supply chain, the new framework allows for the procurement of products that can help with the ‘Greener NHS’ agenda, and focuses on the environmental credentials of its suppliers. L FURTHER INFORMATION

Hard FM Framework - the Lots 1.1 Building Management Systems (BMS) 1.2 Computer Assisted Facilities Management (CAFM) 1.3 Integrated Workplace Management Systems (IWMS)

Facilities Management

 Covid-safety innovation The new Hard FM framework caters for the significant developments in the digitisation and automation of systems and access control which have come to the fore since its previous iteration, often as a result of Covid-safety measures. This includes contactless preliminary temperature screenings at entry points in hospitals and healthcare settings, which detect individuals attempting to access the building who may have elevated body temperature. Fever is one possible symptom displayed when a person is infected with the virus which causes COVID-19. Some medical devices allow temperature to be checked without close physical contact with another person. Using these devices, a large number of people can typically be checked in a short space of time and in a non-disruptive way. Access control plays a crucial role in the management of infection. Doctors are often treating patients infected with Covid-19 and other viruses, and so to prevent spreading viruses, hospitals need to reduce the touchpoints and promote contactless access control security systems. Access control systems help hospitals to manage who enters a hospital and where they are permitted to go. For example, a doctor may have access to certain rooms, whereas a cleaning staff or a nursing staff may not. A well-developed access control system is therefore crucial in healthcare. Contactless access control systems prevent the need to touch the access control devices or the doorknobs to unlock a door. Doctors, hospital staff, and the management can unlock the door by just waving their smartphones or scanning the QR code and avoiding coming in contact with any touchpoints. Airborne transmission of Covid-19 and other viruses is a major issue for hospitals. Indeed many struggle to meet the NHS’s own ventilation guidelines of six air changes per hour in wards due to inadequate existing ventilation systems in older NHS hospitals and expensive retrofit costs. Clean air solutions can be a powerful weapon in the battle against COVID19, if the technology is specified correctly, and the renewed Hard FM framework can help in this area.

2.1 Building Fabric Maintenance 2.2 A) MTC Building 2.2 B) MTC Painting & Decorating 2.2 C) MTC Electrical 2.2 D) MTC Mechanical 3.2 Standby Power Systems and Uninterruptible Power Supply (UPS) 3.3 Low Carbon Energy Infrastructure 3.4 Combined Heat and Power (CHP) 3.5 Fuel Storage, Maintenance, Safety Services and Systems 3.6 Steam Plant 4.1 High Voltage & Switchgear Maintenance 4.2 Fixed Wiring Testing and Cable Management 4.3 Lightning Conductor Testing 4.4 Re-lamping and Lighting Solutions 5.1 Ventilation and Air Conditioning 5.2 a) Air Cleaning, Decontamination and Infection Control Systems 5.2 b) Air Cleaning, Decontamination and Infection Control Systems 5.3 Refrigeration & Freezer Maintenance 6.1 Fire Doors 6.2 Anti-Ligature Doors 6.3 Auto-Doors 6.4 Covid-secure Queue Management Systems and Access Control 7.1 Statutory Inspections 7.2 Rating Support Services 8.1 Electrical Sundries and Components 8.2 Fire Safety Equipment & Maintenance 8.3 Removal Services 8.4 Barrier Control Maintenance 8.5 Air Compressors 8.6 Signage 8.7 Clocks 8.8 Nurse/Emergency Call Systems 9.1 Hard FM Managed Services

More details on the Hard FM framework can be found here.

Issue 22.41 | HEALTH BUSINESS MAGAZINE

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Find out how we help our clients reduce energy usage by an average of 50% At Carbon Numbers, reducing energy and creating better buildings is our passion. We consult, design and create smart buildings that are better places to work with efficiencies that on average deliver double any investment required in energy savings. ● Multi-award-winning service ● Approved NHS SBS framework supplier ● Full design and install capability for LED including integration with BEMS ● Support with ISO:5000l ISO:900l certification ● Consultancy and building evaluation ● Transition to cloud-based building management system in as little as 30 days ● End-to-end service from consultancy and design to installation Visit www.carbonnumber.co.uk or call us on 01206 263390 to find out how much energy and carbon you could be saving

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Advertisement Feature

Taking Back Power - How every healthcare sector business can reduce their energy usage by 50% In a recent report by the NHS Estates Return Information Collection (ERIC), it has been revealed that more than £630 million has been spent by hospitals on gas and electricity in the period from 1 April 2020 to 31 March 2021 These staggering figures are rippling through the whole of the healthcare sector as wholesale gas prices have risen by 240% and electricity by 184% since the end of March. With almost every UK business facing the challenge of energy bill price rises, sustainability and energy reduction are now top priorities. Carbon Numbers is a leading energy management partner and we have helped businesses reduce energy usage to the value of £25 million in the last 10 years. As a recently accredited company to the NHS Business Services Framework (SBS), we are now able to assist businesses and organisations across the healthcare industry to combat soaring prices by streamlining Building Management Systems (BMS) and cutting energy usage by 50%. Energy Wastage Costs Millions Energy management isn’t about reducing the cost of your energy; it’s about reducing the energy you consume. Many organisations are paying extortionate energy bills while using twice as much energy as they need to. Every year in the UK alone, businesses waste enough energy to power London for seven years. Energy waste is everywhere. It can come from lighting, heating, or cooling empty rooms, leaving unused equipment switched on, or running poorly maintained systems, buildings, or equipment. What is energy management? The process of managing energy is incredibly straightforward. It starts with a holistic view of current energy usage, building management systems, and building functionality requirements. We identify and analyse your data and present a variety of options to show you where energy savings can be made and enable a guaranteed and sustained reduction in your energy consumption. While there may be improvements to be made to facilities and equipment, our clients save on average double the cost of any building upgrades. An energy management partner One of the key benefits of having an energy management partner is that it allows facility managers and maintenance personnel to view their WAGES (water, air, gas, electricity, and steam) usage for the entire facility in a simple and easy to use format.

Our award-winning Carbon Cloud platform provides clients with live data on energy consumption from an easy-to-read but highly intelligent dashboard that offers opportunities for further energy savings as well as alerting you of any issues. The accompanying installation of building energy management systems (BEMS) enables full control of buildings and all the equipment in them through one simple dashboard. By creating a smart building, you can plan and manage the way you use your building in advance or adapt in real-time from any location. Compliance and Consultancy The healthcare industry is highly regulated and as such, organisations are under pressure to achieve certain standards such as those set out by the International Organization for Standardization (ISO). International standards protect the health and safety of patients and healthcare providers. The key standards to achieve for healthcare organisations are ISO 27001, 9001, 14001, 50001, 45001 and GDPR compliance. These accreditations cover a range of facets such as quality management systems, information security management, and energy management systems. As well as energy management services, we specialise in providing consultancy services to help businesses and organisations achieve ISO standards and remain compliant with all healthcare sector legislation. Shining a Light on Energy Performance: Queen Mary University of London (QMUL) We recently completed a project at QMUL’s iconic Blizard building – hub of the Whitechapel campus and home of the University’s prestigious dental school. Funded by Salix Finance, a public sector government loan to improve energy efficiency, reduce carbon emissions and lower energy bills, we designed, installed, and commissioned a new integrated system for the building’s state-of-the-art laboratory facilities, study spaces and lecture theatre. By implementing an integrated BEMS which included lighting upgrades and building monitoring and controls systems, the university achieved a dramatic reduction in

energy consumption. Connecting the blinds and corridor lighting alone resulted in 90% reduction in energy usage across the building. Let’s halve your energy usage in 2022 Our mission is to help businesses reduce energy, have better buildings, and have a clear pathway to net zero. We’re passionate about what we do, and Carbon Numbers is the only UK company to underwrite savings and include ISO accreditation support as part of our service. Want to know how much energy you could be saving? Book a free on-site consultancy visit. Call now on 01206 263390 or email info@carbonnumbers.co.uk. L

Neil Fright is an ESOS lead assessor and a thought leader within the energy efficiency and low carbon sector. In the last nine years, Carbon Numbers has saved UK businesses more than £25 million in energy reduction through smart building initiatives. FURTHER INFORMATION carbonnumbers.co.uk

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Design & Build

A new approach to healthcare building design While the Passivhaus standard is mostly used for housing, it is gradually gaining attention in the healthcare sector, with the first NHS building to achieve the energy-saving standard now open Healthcare estates makes up four-to-five per cent of England’s carbon footprint. With the NHS committing to reach net zero carbon emissions by 2040, more environmentally friendly methods of design and construction are being sought to address the issue, as well as more efficient ways to heat and cool buildings. Passivhaus is an international design standard, which cuts energy use from buildings and delivers high standards of comfort and health. Developed in Germany in the early 1990s, the design standard uses very little energy for heating and cooling, instead using a ‘whole building’ approach to construction, based on the principle that reducing heating loss to a minimum is the most cost-effective and robust way of achieving a low-carbon building. Key Passivhaus features include insulation, stringent levels of airtightness, minimal thermal bridging, solar optimisation, and mechanical ventilation with heat recovery. The UK’s greenest GP surgery Opened in August 2021, Foleshill Health Centre is the first NHS building to achieve Passivhaus certification. On-site for 25 weeks, using off-site modular construction, Foleshill Health Centre has two storeys, five consulting rooms, two treatment rooms, offices, a reception area and a waiting room. The scheme is made up of 13 prefabricated modules, each engineered off-site. Once installed, they were then adapted to accommodate increased insulation to meet Passivhaus standards. The structure was wrapped in external mineral wool insulation, with a rainscreen cladding. Polystyrene insulation was implemented to join up external walls, ensuring a thermal bridge-free structure between walls and the ground. The roof features a ply insulation standardised roof panel with timber parapet. The entire building became watertight in only three days. Lee Connolly, head of project design and engineering at Portakabin, said: “This pilot project is pushing the boundaries of offsite construction within the public sector as well as the perceptions of that which can be achieved with MMC (Modern Methods of Construction). Foleshill is showcasing the flexibility of MMC and is a bold and brave step toward creating a legacy of buildings that will help the construction industry proactively tackle climate change. “

is therefore focusing on saving energy, Ventilation energy efficiency and renewable energies. A key design challenge was unifying The state was happy to support this the Passivhaus methodology with the flagship example of climate-friendly NHS health technical Memorandum new buildings, whose energy standard HTM03-01 ventilation rates, requiring is well above the legal requirements.” specified air changes for specific rooms within all healthcare facilities in the Hospitals in old buildings UK. This was achieved by detailed A high number of healthcare buildings are room by room ventilation analysis to not new, and in many cases, are housed in meet these stringent demands. historic or listed buildings, which restricts The architects Tooley Foster developed redevelopments and refurbishments. internal spaces using analysis of usage and To address this, there is a Passivhaus movement flows and provided landscaped standard for retrofit schemes, which uses gardens, electric charging points and the same criteria for new-build projects, but sustainable transport options – including with reduced criteria levels that address the disabled parking next to the entrance. challenges posed by existing buildings. From the construction site at Foleshill, only 2.48 per cent of waste went to An exemplar building landfill (1,063 tonnes) with 97.5 per The design of a hospital or other healthcare cent recycled (41,847 tonnes). setting impacts the health of patients Since opening, patients and staff are in many ways. The right now benefiting from filtered lighting, layout, temperature air, temperature & humidity Reducin and ventilation can all controls, and an optimised contribute to significantly internal layout. heating g l o better medical outcomes Dr Sarah Raistrick, a s s a minim to for patients. local GP and Chair u m is the most co With Passivhaus of NHS Coventry buildings featuring and Warwickshire and rob st-effective u s the right levels CCG said: “We are t w ay of achievin of insulation, delighted with this g carbon a lowairtightness, minimal fantastic new addition building thermal bridging, to our local community. solar optimisation, and Provision of care in mechanical ventilation with sustainable surroundings heat recovery, they can go a long is something we want to see way to improving the environment replicated across the NHS.” for patients. And with soaring energy A pre-construction analysis by AECOM costs, an energy efficient building design demonstrated a £450,000 saving over can save the NHS much needed money, as a 40-year period using the Passivhaus well as contribute to its net zero goals. approach, and carbon emissions savings It is hoped that Foleshill Health Centre are projected to be 411 tonnes per year. will now be used as an exemplar of good practice within the NHS. Data will A Passivhaus hospital continue to be analysed over the next few After a decade of planning & development, years to provide additional evidence for the first hospital certified to Passivhaus investment in Passivhaus by the NHS. is due to open in October in Frankfurt, Peter Randken, director of sustainability Germany. The Klinikum-Höchst hospital at Tooley Foster said: “The Passivhaus is an eight-storey building that houses certification of Foleshill Health Centre almost 700 beds, eleven operating confirms that very energy efficient NHS rooms and a helipad with direct health buildings are now here, and even connections to emergency services. better, the long term cost of ownership’s Tarek Al-Wazir, economics minister, lower than the conventional alternative.” L Hesse, said: “This hospital construction shows how climate protection can succeed in the building sector. This is FURTHER INFORMATION exactly what we need. The best energy passivhaustrust.org.uk is that which is not consumed. Hesse

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Healthcare Estates

A ‘fantastic return to Manchester’ in prospect Returning for a full in-person event this year, Healthcare Estates has a full programme with speakers and workshops covering a wide variety of topics in healthcare estates

IHEEM is delighted to announce that Sir David Behan, Chair of Health Education England, has joined the list of keynote panel members taking part in this year’s Healthcare Estates Conference. Sir David began his career as a qualified social worker and has previously held the role of Director of Social Services in three local authorities. He became the first Chief Inspector of the Commission for Social Care Inspection in 2003, and, following this, worked for the Department of Health as the Director-General for Social Care, Local Government, and Care Partnerships. He was also a member of the NHS Management Professor Catherine Noakes

Board. Between 2012 and 2018, he was Chief Executive of the Care Quality Commission. Sir David will join Nick Hulme, Chief Executive of East Suffolk & North Essex NHS Foundation Trust, on the first keynote panel, with both giving their thoughts and perspective on the importance and value of the workforce. The session will be chaired by current IHEEM President, Paul Fenton MBE. IHEEM says its commitment to providing four keynote panel sessions supporting each of the four key conference themes has resulted in ‘an exceptionally impressive list of high-profile, leading speakers’, who have accepted the invitation to speak at this year’s conference. They include: David Melbourne, Interim Designate, Chief Executive, Birmingham, and Solihull Integrated Care System, Professor Catherine Noakes, Professor of Environmental Engineering for Buildings, and Deputy Director, Leeds Institute for Fluid Dynamics, University of Leeds, Professor Peter Guthrie, Vice-President of the Royal Academy of Engineering, Dr Dame Sue Ion, Fellow of the Royal Academy of Engineering, Nigel Edwards, Chief Executive, Nuffield Trust, Councillor Tracey Rawlins, Executive Member for Environment & Transport, Manchester City Council, Elaine Cloutman-Green, Consultant Clinical Scientist in Infection Prevention and Control, Great Ormond Street Hospital NHS Foundation Trust, Annie Shepherd, Chief Executive Officer, Salix Finance, and Dr Shaun Fitzgerald, Director, Centre for Climate Repair, University of Cambridge. Variety of topics The four keynote sessions will be on workforce, capital planning, engineering and net zero.

Throughout the conference, there will be several other talks on these topics. For workforce, this includes a presentation by Carl-Magnus Von Behr, Doctoral Researcher at the University of Cambridge on ‘Knowledge Sharing Among NHS EFM Management Departments: a Case Study on Oxygen Information During COVID-19’. The presentation covers research on how to enable more effective and timely knowledge sharing among NHS Hospital Estates and Facilities Management departments. In the Capital Planning category is ‘NHP – “The Biggest Hospital Building Programme in a Generation”’, chaired by Leigh Carter E

Professor Peter Guthrie

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Integrated Care System partners to identify collaborative solutions across the sector. Six exhibition theatres In addition to the main conference programme, there are six exhibition theatres, which will provide visitors with plenty of opportunity to catch up on the latest products, regulations, and best practice: The HVAC & Engineering Theatre – with contributions from SoPHE, focusing on topics including HVAC, Engineering, and Net Zero; The Infection Control and Water Zone – sponsored by Delabie, and curated by The Water Management Society, will run a programme on water management and infection control, featuring products and services designed to increase water safety and reduce infection risk in hospital environments; The Design and Construction Zone – sponsored by Darwin Group, with contributions from Architects for Health. Focusing entirely on design and construction within healthcare, this ‘theatre’ will feature the latest project case studies, findings from postoccupancy evaluation, and sharing of best practice in exemplar design and construction; The Energy and Sustainability Zone – In-depth content will be delivered by The Carbon and Energy Fund. The zone will showcase the latest techniques and innovations to reduce the service’s carbon footprint to meet its carbon reduction targets; The Facilities Management Zone – sponsored by Yeoman Shield, and supported by FM North, will focus on issues that ‘hard’ and ‘soft’ FM teams face day to day; and The Fire and Medical Gas Theatre – supported by NAHFO, presenting and promoting

Yewdale – New products launched preventing suicide

Yewdale has recently launched two new products which prevent suicide in high-risk environments. In mental health settings, most suicides occur in personal rooms. The en-suite provides privacy and enough time between checks to create a ligature point, often using a traditional en-suite door. SafeDoor 2 is Yewdale’s life-saving antiligature en-suite door. Designed to prevent the creation of ligature points, SafeDoor 2 has a Crib 7 fire rating. It’s waterproof, only 9mm thick and has gaps above and below the door to allow observational checks whilst

maintaining privacy and dignity. Introducing vibrant colours and relaxing imagery can help create a therapeutic environment and reduce anxiety. With that in mind, Yewdale launched their antiligature artwork called SafeArt. Any high-resolution image can be printed on SafeArt, and Yewdale offer a selection of stunning nature photography images. SafeDoor 2 and SafeArt utilise magnets which ensure the products fall safely under an excess load, preventing ligature. They are constructed from soft foam which poses minimal weapons risk once removed. The magnetic system provides a lifetime of trouble-free service because magnets take hundreds of years to lose their strength. L FURTHER INFORMATION www.yewdale.co.uk

Dr Shaun Fitzgerald

Healthcare Estates

 from Turner & Townsend, who will be joined by Paul Fitzpatrick, Director of Estates & Facilities at Liverpool Hospital NHS Foundation Trust. They will be examining the unique circumstances surrounding the completion of the new Royal Hospital, as when the project was close to completion, the initial PFI contractor Carillion went into administration, resulting in financial challenges and structural and other defect issues. ‘Developing Section 710 to Build a Resilient Infrastructure’ is included in the engineering programme, with speakers Phil Greenough, Head of Hard Facilities Management at Southport and Ormskirk NHS Trust and Paul Harris, Chair of ETP at Harris Associates Ltd presenting on the ETPled interpretation of the electrical standards and guidance using anonymised examples. Under Net Zero is a talk titled ‘The Climate Emergency is a Health Emergency’. An Overview of the Central London Community Healthcare Green Plan by Tom Wright, Director at Central London Community Healthcare NHS Trust and Charles Everard, Architect and Client Delivery Director at Capita & Central London Community Healthcare Trust (CLCH). They will discuss the Green Plan of The Central London Community Healthcare Trust (CLCH), which includes engaging with staff, installing efficient lighting and controls, reducing fossil fuel consumption in buildings with heat decarbonisation plans, removing unnecessary journeys for patients and staff, introducing electric chargers, bike racks, encouraging the fleet away from fossil fuel and working with

the latest solutions to fire safety needs and gas safety. Speakers from a wide variety of fire and medical gas companies and associations with first-hand experience will tackle fire safety issues within healthcare estates. A new format this year Pete Sellars, CEO of IHEEM, said: “I am looking forward to presenting the new format for our keynote panel presentations to delegates, and I would like to thank everyone who has agreed E

Refurbishing occupied buildings

design build facades is a design and build overcladding specialist focused exclusively on external refurbishment of occupied buildings. Incorporated in 2001 we have successfully completed more than 150 overcladding projects, all of which are fit-for-purpose and met or surpassed all desired project outcomes with zero failures. We have become market leader in a fabric-first approach to addressing energy efficiency and decarbonisation within the NHS estate delivering savings of up to 70%. Our system is proven for more than 30 years and betters todays stringent regulations by 25%. The Business provides a turnkey package of integrated professional services taking single point responsibility from design through to completed building with a

proven track record of delivery on time, within budget and with minimal disruption. Our accumulated Skills, Knowledge and Experience (SKE) is unrivalled within the industry for sustainably transforming legacy buildings within the ageing built estate, as is our reputation for consistently meeting the most stringent building regulations and legislation. This provides empirical evidence of our capabilities and the standards which we impose upon ourselves. We have established close relationships with leading energy service supply companies providing integrated solutions to enable access to public sector decarbonisation funds. L FURTHER INFORMATION www.dbfacades.com www.linkedin.com/ company/dbfacades

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Healthcare Estates

 to take part. I hope everyone will find them informative and thought-provoking and will take an active part in the Q&As across the four sessions. As well as the packed main conference programme and theatres outlined above, there will be a number of new ‘IHEEM Interactive Workshops’ that delegates can register to attend. There are currently four one-hour sessions planned in the programme across the two days, covering topics such as Diversity & Inclusion – hosted by IHEEM’s own D&I Working Group, and Environmental Sustainability – led by IHEEM’s Environmental Sustainability Technical Platform. “An interactive workshop entitled ‘Apprenticeships – Meeting the Workforce Challenge’, will be held, as well as ‘Estates Strategy – The Forgotten Art?’, where members of the IHEEM Strategic Estates Management Technical Platform will lead a discussion to explore how estate management techniques can be restored and devised to prepare for the future. “We are providing delegates with a unique opportunity to get involved in open and frank discussions on the subjects that are relevant to our sector. Places are limited, so please register early if you would like to take part and share your knowledge and experience with other delegates.” Largest exhibition to date This year’s Exhibition is set to be the largest yet, with over 200 exhibitors showcasing their products and services in Manchester. There were also a record number of entries to the Healthcare Estates IHEEM 2022 Awards, and all entries are currently being shortlisted.

The Awards Ceremony and Gala Dinner will be held on 4 October at The Kimpton Clocktower Hotel Manchester, a magnificent terracotta Grade II-listed building. The afterdinner speaker this year is Captain of GB and England Women’s Hockey, and Olympic Gold Medallist, Kate Richardson-Walsh OBE. Kate is the most capped female hockey player in her country’s history and was captain of GB women’s hockey teams for 13 years. An inspirational and charismatic leader and speaker, she has been widely credited with helping build the incredible team ethos and commitment that drove the GB team to victory at the Rio Olympic Games.

Pete Sellars added: “I am delighted that we are able to hold a full in-person event this year, and I look forward to meeting delegates and exhibitors over the two days; it promises to be a fantastic return to Manchester for our delegates, exhibitors, and sponsors.” L Full details of the event, together with information on how to register or book a seat at the Gala Dinner, are available below.. FURTHER INFORMATION www.healthcare-estates.com 01892 518877

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net


Advertisement Feature

Air Sentry – The Magic of Science Air Sentry has been a trusted supplier of Medical Air Systems to the NHS for over 20 years. Modular in nature, Air Sentry is the only system currently available that has been purpose designed alongside the NHS. Today it is in widespread use across all clinical disciplines and widely accepted than off) and with our extended warranty, our clients have no concerns other than for accidental damage (which is unlikely).

British Designed, British Manufactured Air Sentry are an English company who have pioneered Air Purification Systems for clinical use since 2000. Our story is that we came into being due to dangling ‘stuff’. Our founder was the innovator behind Kreuzer (UK) pendant systems and helped develop the overhead systems market during the nineties. He noted that biological material was accumulating on the arm’s upper surfaces. In investigating this, he found that there was an issue with the claimed air changes hospitals felt they were getting and set out to design a solution that could be retrofitted to any clinical environment. From this, the early systems were born, and it took through to 2007 to get a system that not only worked but was also able to include a fresh air supply. From 2007, we set out to protect patients and staff, protecting life using ultra-clean air technology. Striving for Net Zero Our system is 100% UK sourced, which ensures we have an extremely low carbon footprint. We also minimise the use of plastics with units being manufactured from steel. The system offers the capability to reduce ventilation carbon emissions by 70% or more, which is an enormous potential step towards attaining Net Zero. Typically, our units run on the same energy as an old-fashioned light bulb. Solutions being worked upon are involved with CO2 capture and reducing NOx emissions.

The design life of 25+ years makes the system inherently sustainable and offers lifetime value. This is backed by an exceptional 10-year warranty for maintained units, offering a low-risk and rapid return on investment. Exceptional Room Dilution & Air Mixing Air Sentry utilises an approach which provides exceptional levels of room dilution and mixing. This means that our core system module creates an inroom environment that can be assured safe for both patients and staff. Hybrid Recirculation & Net Zero It seems likely that NHS trusts may need to innovate towards utilising hybrid recirculation approaches as they move to meet the requirements of net zero. Air Sentry offers the potential capability to achieve this, without any compromise to patient or staff safety. All our clinical systems use an independently verified EN14644 filtration system that is designed to minimise risk. Fully passive, our systems only utilise well tried-and-tested approaches, without seeking to add any new factors to risk management. This means that Air Sentry units can be easily added to mitigate risk, without additional concerns being raised. To help facilitate this, we offer a full support service. Our systems are maintained by us at a low cost (it is cheaper to be on contract

HEPA 14 vs ULPA 15 Certification Our filters exceed the HEPA standard (we use ULPA15 media), but we down specify to ensure that our marketing claims are below our actual capability. All Air Sentry units have a minimal filtration efficacy of 99.9995% at 0.3µm. The systems are more efficient for both smaller particles and also anything larger. This means that all known pathogens in their environmental state are completely captured by our system. Due to our hugely efficient approach to air mixing and dilution, our systems can maintain a clean room level environment for any clinical area. We can achieve this whilst seeking to comply with the ethos of HTM03.01 due to our ability to include fresh air. Maintenance, Support & Long-Lasting Relationships We fully support our systems, and we also include onsite verification as part of our service. This means that clinical teams can have an auditable approach to assessment which gives a verifiable method to support deployment. Furthermore, we use the same approach when we undertake servicing, so each unit can be verified on site before use, during use and at its service points, giving our clients complete assurance. We are so confident of our solutions we are prepared to offer a commitment-free trial for six weeks. All we ask is the filter cost is covered, but that will be credited should a client then proceed to purchase. Air Sentry offers exceptional service and solutions for clinical areas. Why not contact us today to arrange a visit? L FURTHER INFORMATION Tel: 01666 818087 Email: webrequest@airsentry.co.uk Website: http://www.airsentry.co.uk

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Energy & Sustainability

Signed, sealed and 212 steps towards delivering net zero Clean Air Day on 16 June saw the announcement that all NHS Trusts now have a green plan. Dr Nick Watts, Chief Sustainability Officer of the NHS looks at the impact this will have For the very first time, every NHS Trust in England now has a green plan in place. That’s 212 NHS Trusts, covering more than 1,000 hospitals and healthcare facilities. Together, these board-approved plans will save more than 1 million tonnes of carbon over the next three years. That’s the same as taking 520,000 cars off the road. It’s not just the environmental impact that matters; these plans work to deliver improved patient care and will save lives, while reducing costs and waste. This news is a tangible demonstration of the overwhelming support from all corners of the NHS to tackle both climate change and air pollution at source. The World Health Organization demonstrated that 99 per cent of the world breathes unhealthy air. Each year, air pollution is responsible for more than 36,000 deaths in the UK. In London alone, a report by Imperial College London found that poor air quality led to more than 1,700 hospital

In June, in recognition of Clean Air day, Great Ormond Street Hospital for Children turned the main street outside the hospital into a giant playground as part of ‘Play Street’ which is an opportunity to have fun in spaces usually reserved for cars and to celebrate the Accoun power of play. As the first for arou ting trust in London to declare n d 40 per cen a climate emergency, t o sector e f public it’s part of GOSH’s commitment to creating the NH missions, S can m a healthier, sustainable real diff environment for everyone erence ake a who visits the hospital. on na

admissions for asthma and serious lung conditions between 2017-2019.

NHS contributions Accounting for around 40 per cent of public sector emissions, and around 3.5 per cent of all road transport, the NHS can make a real difference on a national scale. It also has the power to mobilise its 80,000 suppliers to join in too. That’s why it tional became the world’s first health service to commit to net zero carbon. NHS organisations around the country are already turning national ambition into local action through these plans – and patients, staff and the public are experiencing the benefits.

scale. a

Also in June, the first fully electric HGV in the NHS – and among the very first in the country – hit the road in the North West, transporting vital medical supplies between sites. Local communities in Oldham, Bury, Rochdale and E Issue 22.41 | HEALTH BUSINESS MAGAZINE

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Energy & Sustainability

About the author: Dr Nick Watts

Dr Nick Watts is the Chief Sustainability Officer of the NHS, responsible for its commitment to deliver a world-class net zero emission health service. Based in London, he leads the Greener NHS team across the country, which focuses on improving the health of patients and the public through a robust and accelerated response to climate change and the broader sustainability agenda.

 Salford are set to benefit from improved air quality and reduced carbon emissions in and around their local hospital sites. In May, University Hospitals Birmingham NHS Foundation Trust performed the world’s first net zero operation, where carbon emissions were reduced almost to nothing. Energy efficient options were used, including LED lights, while harmful gases were removed altogether, by using liquid anaesthetic injected straight into the patient’s veins, among other sustainable actions. In Hull, a new solar powered “field of dreams” will provide enough power to meet Castle Hill hospital’s entire daytime needs, saving Hull University Teaching Hospitals Trust between £250,000 and £300,000 a month. Government Investment Of course, efficient infrastructure requires investment. The UK Government has recognised the benefits that this can bring for the tax-payer – and this announcement follows a recent £329 million Government funding injection in hospital energy efficiency and decarbonisation. Helping to bolster green plans across more than 20 hospitals, these funds will see efficiency savings of around £463 million over the next 5 years, while cutting carbon at scale.

I was fortunate enough to visit Manchester University NHS Foundation Trust Hospital recently, to meet some of the staff behind their ambitious green plan. I was humbled by the passion and commitment people like Frank, who works on the adult stroke rehabilitation unit. Frank has poured his heart into creating a greener space that benefits both patients and the environment. I was inspired by the drive and commitment of consultant anaesthetist, Cliff, who is championing greener care at Wythenshawe Hospital because of the benefits it brings his patients. I also met with Claire, head of sustainability at the trust, who has championed a programme that sees Manchester operate an almost fully electric fleet, supported by thriving active travel options. We already know that nine in 10 staff support a net zero NHS [YouGov, April 2022], because they understand the impact it will have on improving health, now and for future generations. And because greener care simply equals high-quality care. With the announcement of 212 NHS green plans, there is no doubt that the NHS has signed, sealed and is on the way to delivering the world’s first net zero health service. To discover how the NHS is becoming greener and to get involved, subscribe to

Nick is a medical doctor licensed in Australia and the UK, and has trained population health and public policy. He is a Member by Distinction of the Royal College of Physicians’ Faculty of Public Health, and an Honorary Associate Professor of University College London’s Institute for Global Health. Prior to the National Health Service, Nick worked internationally as the Executive Director of the Lancet Countdown and the Lancet Commission on Health and Climate Change, a collaboration of UN agencies and academic centres across the world. He has also focused on engaging the health profession on the links between public health and climate change, having founded both the Global Climate and Health Alliance and the UK Health Alliance on Climate Change.

the email bulletin at https://www.england. nhs.uk/email-bulletins/greener-nhs/ The new, amended Health and Care Bill now places a duty on NHS organisations to deliver net zero and take action to mitigate against the impacts of climate change in their operations, making the NHS the first healthcare system to embed net zero in legislation. L FURTHER INFORMATION https://www.england.nhs.uk/ email-bulletins/greener-nhs/

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Advertisement Feature

Infection 360 comes to Birmingham Join us from 27 to 28 September 2022 at Edgbaston Stadium in Birmingham for the inaugural Infection 360 Conference, where renowned speakers within infection prevention discuss technology and its part in combatting new and existing pathogens Who should attend: The programme is designed to appeal to all those working within infection prevention and control and public health across clinical and non-clinical areas, including: Directors, Mangers, Consultants, Microbiologists, Nurses, Leads, Doctors, Surgeons, Pharmacists, Estates Directors/ Managers, Facilities Directors/Managers and Risk/Governance Managers.

An overview: The programme has been awarded 8 CPD credits by the Royal College of Pathologists and The Water Management Society and features a large exhibition where companies will be showcasing new products and technologies within infection prevention. The Programme: Infection 360 will cover a range of topics within infection prevention & control. Day one will see Surgical Site Infection (SSI), Sepsis, COVID-19 and other emerging pathogens. Healthcare buildings as a source of infection will be the focus of Day two. The Infection 360 Scientific Programme Committee & Chairs are Professor David Leaper, Emeritus Professor of Surgery, University of Newcastle Upon Tyne and University of Huddersfield and Dr Susanne Surman-Lee, Consultant Clinical Scientist/ Public Health, Microbiologist, Leegionella Ltd. Highlights from Day 1 Day 1 will begin with a welcome and opening address by Professor David Leaper, Emeritus Professor of Surgery, University of Newcastle Upon Tyne and University of Huddersfield. Other talks include: Sepsis in the post-COVID landscape: Dr Ron Daniels, UK Sepsis Trust; Future vaccine development: Daniel Jenkin, Clinical Research Fellow, University of Oxford; Lessons learned from COVID for medical training and waiting lists: Neil Mortensen, Royal College of Surgeons of England; Emerging pathogens, AMR and antibiotic stewardship: Professor Mark Wilcox, Leeds Teaching Hospital (virtual session); The clinical collaborative…. should be trending in IPC: Andrew Kirby, Associate Clinical Professor, University of Leeds; Surgical Site Infection: The value of care bundles: Professor David Leaper and Dr Giles Bond-Smith, Consultant HPB and Emergency Surgeon, Oxford University Hospital; Moving on from COVID-19:

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Tracey Cooper, Bangor University, Lecturer in Health Sciences - Infection Prevention & Control; Company symposium: Becton Dickinson – Speaker to be confirmed; UK reflections on the COVID pandemic: Late breaker speaker to be announced; Antimicrobial resistance and human behaviour: a COVID-19 reminder: Professor Michael Borg – Head of Infection Prevention and Control, Mater Dei Hospital, Malta; and finally a Drinks Reception in Exhibition: The Shake ‘n Vaxxers: Stories from the COVID-19 vaccine rollout: Professor David Leaper. Highlights from Day 2 Day 2 will begin with a welcome and opening address by Dr Susanne Surman-Lee, Consultant Clinical Scientist/Public Health Microbiologist, Leegionella Ltd. This will be followed by talks on Lessons learned from a new build hospital in Scotland: Speaker TBC; Is it possible to build new hospitals with safe water/wastewater systems? Dr Michael Weinbren, Consultant Microbiologist, Lead for Water Safety, NHS Scotland Assure; Risk Assessment of Water Pathogens: Dr Susanne Surman-Lee, Consultant Clinical Scientist/ Public Health Microbiologist, Leegionella Ltd; Company symposium: IDEXX Technologies – speaker to be confirmed; Balancing reducing the carbon footprint with infection prevention and control: Dr Elaine Cloutman-Green, Great Ormond Street Hospital / University College London; Company symposium: Pall Medical – speaker to be confirmed; Infection risk from decontamination: Dr David Jenkins, Central Sterilising Club; The practicalities with dealing with Aspergillus contamination of ventilation systems: George McCracken, Head of Estates Risk & Environment, Belfast Health & Social Care Trust; and Surrounded by Nontuberculous Mycobacteria (virtual session): Professor Joseph Falkinham III Ph.D, Virginia Tech, Blacksburg, Virginia (virtual session). The full programme is available here.

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Registration and Fees The fees for Infection 360 are as follows: Delegate - Full conference £95.00; Delegate - Tuesday £60.00; and Delegate - Wednesday £60.00. You can register for the event here. The exhibition: The Infection 360 conference will be one of the largest infection prevention and control exhibitions in the UK in 2022 and it is expected to attract upwards of 250 professionals over the course of two days. With its high-profile speakers and cutting-edge programme, Infection 360 will attract a wide audience across various clinical and non-clinical areas. As a result, the Infection 360 conference is not just a fantastic opportunity to raise awareness for your products within the NHS. These elements come together to provide delegates and our industry partners with an excellent environment in which to further build relations at Infection 360, exchange ideas concerning products and technologies. Find out more here. If you are interested in hearing the latest Infection 360 news, please join our mailing list L Supported by BSI, The UK Sepsis Trust, Central Sterilising Club (CSC)l, Water Management Society (WMS), and The British Institute of Cleaning Science (BICSc), Heath Business Magazine, Global Sepsis Alliance, The Operating Theatre Journal, Clinical Services Journal, and National Infection Teams Collaborative for Audit and Research (NITCAR) Organised by Fitwise Management Ltd FURTHER INFORMATION www.infection360.co.uk www.twitter.com/Infection_360 #Infection 360 www.fitwise.co.uk events@fitwise.co.uk


Infection Control

Fighting AMR with vaccines As the World Health Organisation has recently claimed that Antimicrobial Resistance (AMR) is one of the top 10 public health threats facing humanity, Health Business examines their recent report into vaccination to fight AMR Recent statistics from the World Health Organisation (WHO) show that resistant bacterial infections are associated with around five million deaths a year, with more than 1.2 million deaths directly attributed to it, causing the WHO to dub AMR the “silent pandemic”. Releasing its first ever report on the pipeline of vaccines to tackle antimicrobial resistant (AMR) bacterial pathogens, the WHO calls for an acceleration of trials for AMR-related vaccines in late-stage development. AMR occurs when bacteria, viruses, fungi and parasites change over time and do not respond to medicines. This makes infections harder to treat and increases the risk of disease spreading, as well as severe illness and even death. Infection Prevention The report focuses on preventing infections using vaccination. This would then reduce the use of antibiotics, which is one of the main drivers of AMR. Currently only one of the top six bacterial pathogens responsible for deaths due to AMR - pneumococcal disease - has a vaccine. With a focus on vaccines as a tool to prevent infections from occurring in the first place, the report tries to push investment and research into feasible vaccines to combat AMR. There are 61 potential vaccine candidates in various stages of clinical development, according to the report, with several in the late stages of development to fight diseases on the bacterial priority pathogens list. This list includes under Priority 1: CRITICAL: Acinetobacter baumannii, carbapenem-resistant; Pseudomonas aeruginosa, carbapenem-resistant; and Enterobacteriaceae, carbapenemresistant, ESBL-producing. Under Priority 2: HIGH, this list includes: Enterococcus faecium, vancomycin-resistant; Staphylococcus aureus, methicillinresistant, vancomycin-intermediate and resistant; Helicobacter pylori; clarithromycin-resistant; Campylobacter spp., fluoroquinolone-resistant; Salmonellae, fluoroquinolone-resistant and Neisseria gonorrhoeae, cephalosporin-resistant, fluoroquinolone-resistant. There are three priority pathogens listed under Priority 3: MEDIUM: Streptococcus pneumoniae, penicillin-non-susceptible; Haemophilus

influenzae, ampicillin-resistant and Shigella spp., fluoroquinolone-resistant. The report says that these late-stage vaccines have a high development feasibility, but warns that they are unlikely to be available anytime soon. Equitable access The WHO has called for global and equitable access to the vaccines that already exist, especially among those that need them in limited-resource settings. Vaccines already exist for four priority bacterial pathogens: pneumococcal disease (Streptococcus pneumoniae), Hib (Haemophilus influenzae type b) Tuberculosis (Mycobacterium tuberculosis) and Typhoid fever (Salmonella Typhi). However, the report warns that current Bacillus Calmette-Guérin (BCG) vaccines against tuberculosis (TB) do not adequately protect against TB and that the development of more effective vaccines against TB should be accelerated. The report continues to say that the other three vaccines are effective, and the number of people receiving them should be increased to help reduce the use of antibiotics and prevent further deaths from AMR. The report noted that the bacteria included in the priority pathogens list pose a significant threat specifically because of their resistance to antibiotics, however these pathogens currently have a weak vaccine pipeline with regards to the number of candidates and feasibility, so other interventions should be urgently pursued to prevent resistant infections. Dr. Hanan Balkhy, WHO assistant directorgeneral for antimicrobial resistance said: “Affordable and equitable access to lifesaving vaccines such as those against pneumococcus, are urgently needed to save lives, and mitigate the rise of AMR.” Dr. Haileyesus Getahun, director of WHO’s AMR Global Coordination Department said: “Disruptive approaches are needed to enrich the pipeline and accelerate vaccine development. The lessons from COVID-19 vaccine development and mRNA vaccines offer unique opportunities to explore for developing vaccines against bacteria.”

including with regards to pathogens associated with hospital-acquired infections. Some of the difficulties include the challenge of defining target populations among all admitted hospital patients, the cost and complexity of vaccine efficacy trials and the lack of regulatory or policy precedent for vaccines against infections. Dr. Kate O’Brien, director of WHO’s Department for Immunization, Vaccines and Biologicals said: “Vaccine development is expensive, and scientifically challenging, often with high failure rates, and for successful candidates complex regulatory and manufacturing requirements require further time. We have to leverage the lessons of COVID vaccine development and speed up our search for vaccines to address AMR.” With AMR becoming an ever increasing global threat, many lines of attack are needed. The increase in vaccinations to tackle AMR bacterial pathogens is just one of the approaches, with others including reducing the spread and reducing the use of antibiotics. If and when more vaccines are created, they will no doubt have an effect. However, as noted in the report, it is important that the vaccines reach those most in need and are affordable to health systems all over the world. L FURTHER INFORMATION https://www.who.int/news/item/1207-2022-urgent-call-for-better-use-ofexisting-vaccines-and-developmentof-new-vaccines-to-tackle-amr

Challenges The report also investigated some of the challenges facing those developing vaccines

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Following numerous recent reports on the threat posed by antimicrobial resistant drugs, Health Business examines the recent deal the NHS made with Pharma to kickstart the development of drugs to fight hospital superbugs According to data from Public Health England, around 65,000 people a year develop drug-resistant infections, known as “superbugs” and experts have warned that the problem is getting worse, leading to fears that even common procedures could become deadly if more treatments become ineffective. Subscription Deal Following the announcement of a new “subscription” deal, the NHS is set to roll out two “superbug-busting” drugs in an effort to fight Antimicrobial Resistance (AMR). The deal has initially been signed for two antimicrobial drugs, which means that those with serious infections that have evolved so much that current treatments including antibiotics are no longer effective, could receive a potentially life-saving alternative. As increasing numbers of people are developing drug resistance, the new drugs will be used to treat lifethreatening infections including sepsis, hospital or ventilator pneumonia and blood stream infection. Around 1,700 patients a year will be eligible for the drugs. NHS chief executive Amanda Pritchard said: “Superbug-busting drugs on the NHS will save lives and strike a blow in the global battle against antimicrobial resistance. “Until now, innovation in antibiotics has been limited, but this pioneering NHS subscription scheme aims to turn the tide by working with pharmaceutical firms to make sure we have these superbugbattling drugs ready and available to those patients who need them most.”

Long Term Plan commitment The deal has been developed as a result of a UK-wide project with NHS England, NICE and The Department of Health and Social Care. According to NHS England, the deal meets a key commitment of the NHS Long Term Plan to support the implementation and delivery of the government’s fiveyear action plan on antimicrobial resistance. This includes supporting the development of new antimicrobials. Other antimicrobial resistance goals in the NHS Long Term Plan include optimising use, and reducing the need for and unintentional exposure to antibiotics. Another part of the Long Term Plan covers striking deals for world-leading drugs and helping to increase innovation. NHS medical director, Professor Sir Stephen Powis, said: “This is a huge milestone in the country’s quest to tackle the increasing global threat of antimicrobial resistance and it is fantastic that the NHS has been able to lay down the footprint to tackle this and deliver a revolutionary deal two years ahead of the target set out by Government in 2019. “Tens of thousands of people suffer from drug-resistant superbugs every single year in England and this deal will offer hope to those who have had limited or no success with current treatments”. How it works The scheme will work by paying pharmaceutical firms a fixed yearly fee to incentivise funding for innovation to generate a pipeline of new antibiotics for NHS patients. The yearly fee will be capped to represent

Infection Control

Incentivising Pharma to tackle AMR

value for money for taxpayers, with the NHS paying up to £10m a year for up to 10 years. The idea behind incentivising innovation in antimicrobial drugs to tackle superbugs is that pharmaceutical companies are not paid based on the number of drugs bought or prescribed. As the drugs will be subject to stricter rules on who is able to receive them to ensure they continue to work effectively, pharmaceutical companies are incentivised to produce better treatments rather than more treatments. The two drugs available are cefiderocol manufactured by Shionogi and ceftazidime– avibactam, manufactured by Pfizer. First-of-its-kind deal According to NHS England, this is the first time any health system in the world has successfully assessed the value of an antimicrobial in this way. The agreement aims to ensure that drug manufacturers are working in partnership with the NHS to protect the longevity and effectiveness of the drugs. As the scheme is the first of its kind in the world, it is hoped that other countries will follow the lead and antimicrobial drug innovation will be incentivised globally. As AMR poses a global threat to modern medicine and public health, global innovation and cooperation are needed to fight it. Amanda Pritchard said: “We have shown through the course of the COVID-19 pandemic the power of working together, combining our expertise across industries, in order to tackle emerging risks – whether that is COVID-19 or the very real threat of antimicrobial resistance – head on”. As mentioned in the previous article, with the ever-growing threat of AMR, a multi-pronged approach is needed. In conjunction with other initiatives, incentivising pharmaceutical companies to produce new drugs is a good thing. However, with the amount of money being spent, leaders must make sure that the investment actually produces results and pharmaceutical companies aren’t just sitting on their laurels. L FURTHER INFORMATION Read more: https://www.england.nhs. uk/2022/06/nhs-lands-breakthroughin-global-battle-against-superbugs/

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Advertisement Feature

The benefit for Accounts Payable ‘Health Checks’ Recent examples highlight the potential need and benefit from Accounts Payable ‘Health Checks’ Example 1 Invoice Mis-scan In October 2020, the supplier issued an invoice for waste disposal services totalling £228 or more precisely £228.00 However, the invoice was mis-scanned for £22,800! Below is an extract from the original invoice, you can see how this error may have occurred as a result of part of the suppliers logo runs through the invoice values.

This invoice was then authorised for payment and subsequently paid to the supplier, shown in the suppliers statement below. * * Result The supplier was contacted on behalf of client who confirmed the overpayment which was still resulting in a significant credit nearly 18 months later. A subsequent refund of the full amount of £22,800 was recovered within seven days of contacting the supplier. Benefit Recovery £22,572

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Example 2 Training Course overpayment In 2019, a management training course was booked to start in 2020. Due to the pandemic, the course was cancelled and re-booked to start in 2021. A supplier credit note was raised for the cancellation of the 2020 course and a new invoice was raised for the 2021 course. Again, due to the pandemic, the course cancelled was and re-booked to start in 2022. Again, a supplier credit note was raised for the cancellation of the 2021 course and a new invoice was raised for the 2022 course. However, whilst all invoices were processed, only one of the credit notes was received and processed by our client resulting in an effective overpayment to the supplier. Result The supplier was contacted on behalf of client whose statement showed an unallocated ‘payment on account’ for the most recent payment as all credit notes had been ‘contra’d’ off by the supplier. Supplier then agreed to refund immediately the full amount of £ 11,400.

Benefit Recovery £11,400

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Example 3 Supplier Duplicate Billing A utility provider was ‘re-billed’ two internal raised invoices (with both being sent out to the client). As a result, both the ‘internal’ and ‘external’ invoices were received, processed and paid by our client. Invoices were for the same value but completely different invoices and dates. The well known phone services supplier had received the money but had accounted for the overpayment as a miscellaneous receipt. Result The supplier was provided with full remittances details and the supplier located overpayment and refunded the £44,746.25 in full. Highlights/observations This demonstrates how simple (but material) errors can go un-noticed. It also shows how suppliers are no longer ‘highlighting’ or ‘refunding’ overpayments received. What’s more, this shows often significant benefits direct to the organisation which can be used to address budgetary pressures and/or fund resource requirement. Benefit Recovery £44,746


Twice2much specialises in ‘spend recovery services’, working with Finance Directors, Accounts Payable Managers and Heads of Audit to provide a comprehensive review of Accounts Payable spend

Review Stages and Potential Value of Reviews

Twice2much provides the time, resource and expertise that many in-house teams cannot justify resourcing internally. Every example ‘highlighted’ resulted in a significant direct benefit to our clients. More importantly, whilst these highlighted examples are intended o provide some food for thought, they represent only a fraction of the duplicates identified and recovered on behalf of clients. Whilst overpayments can occur in any organisation, at any time, clearly the global COVID-19 pandemic has served to exacerbate the risks, with the impact of working from home, stretched resources due to sickness and significant forced changes to processes and procedures. There is simply no way of knowing how your particular organisation has been affected financially by the impact of fraud or error without undertaking a review of your payments made during this period. However, a focused external review can enable any organisation to obtain an appropriate level of assurance with regards to their exposure to fraud and risk of error, with the added advantage that any overpayments identified and recovered provide a direct financial benefit. Given that all reviews are carried out

on a share of recovery’s only basis this achieves an effective no cost- value for money review to any organisation. All reviews are designed to ensure there is minimal need for client resources whilst looking to maximise the potential benefit to you, the client.

The illustration above shows what a review might involve along with potential benefits and impact on resources. L FURTHER INFORMATION www.twice2much.com

Recoveries made to date from our reviews: Duplicates / Overpayments: £100m Contract Compliance: £10m Statement Credits: £20m VAT: £10m

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HETT Show Preview

HETT show launches new theatre to prioritise discussion on big patient data Coming to ExCel London on 27-28 September, the Health Excellence Through Technology Show explores the latest developments in digital infrastructure and data architecture A new theatre has been launched to provide leading healthtech professionals with the opportunity to explore, learn and discuss the latest developments regarding digital infrastructure and data architecture. This new platform will facilitate further discussions surrounding big patient data and the tools and systems required to manage it effectively. The Infrastructure and Data Architecture theatre will make its debut at this year’s Healthcare Excellence Through Technology (HETT Show), which takes place at the ExCeL London on 27-28 September. The agenda focuses on key topics and industry trends, including cyber security, data lakes, cloud technology, ethical uses of data, and AI and virtual wards. The new addition will be the fifth dedicated theatre at the show, providing the audience with in-depth content and conversation. The returning theatres are Culture & Implementation, Digital Maturity Forum, Digitally Empowered Patients, and Integration & Interoperability. All agenda sessions are CPD-accredited with the aim

to support the healthcare community to solve the sector’s most pressing challenges, gain valuable insights and takeaways to use in their organisations. Confirmed speakers for the two-day event include: Simon Bolton, Interim CEO at NHS Digital; Ming Tang, Chief Data and Analytics Officer at NHS England; Hassan Chaudhury, Healthcare UK, Department for International Trade; Alice MontgomeryReed, Head of FutureNHS, NHS England; James Austin, Director of Data Strategy and Policy at NHS Digital; Shani Gray, GP & Clinical Lead at North Central London CCG; Toral Thomas, CCIO at Norfolk and Suffolk NHS Foundation Trust; and Navina Evans, CEO at Health Education England. Emma Victoria-Fell, Event Director, HETT, said: “HETT Show is a space for innovation and connectivity designed to support the UK’s healthcare sector continue to level-up health and care moving towards a vision of person-centred, digitally-enabled care. We are thrilled to announce the launch of the Infrastructure and Data Architecture

theatre designed to drive discussion on enabling the power of data-driven health and care. This new forum will be tackling key challenges around base architecture; big data collection, management, sharing, and storage, and how new technologies fit within existing infrastructure. This latest addition to the show shines a focus on the systems and infrastructure that will be the bedrock of current and future transformation goals and a data driven NHS”. A word from HETT Show Steering Committee Chair, Sam Shah It’s hard to imagine how much digital health and technology has come into focus over the last few years compared to a decade ago. Across the UK and in many parts of the world, health systems continue to face significant challenges. The factors driving those challenges remain consistent, with the rising complexity of illness, growing demand, and major workforce constraints. The technology debt is catching up with us all and we need novel approaches to addressing E

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HETT Show Preview

 the needs of health systems. The impact of climate change seems very real, which has prompted policymakers to consider the changes we can make in healthcare. Whilst the workforce challenges and waiting lists will take time to solve, digital solutions are being introduced to try and support existing teams to deliver patient care. As new digital solutions have been introduced, digital skills training has had to be delivered at pace and at scale. For example, the introduction of virtual wards has changed the model of care delivery resulting in a great application of digital skills alongside health technology adoption. It’s not only digital tools that have been introduced, the entire approach towards workforce is also changing. Workforce planning has been taking place since the existence of any health service, matching predicted demand with the available workforce, what’s changing is the more widespread use of data and modelling to do this. This doesn’t solve the underlying shortage in the workforce, but it does offer some help when trying to make the best use of the workforce that exists. Data governance remains a top priority across the health system, even more so as the UK has moved to its own version of GDPR. UK GDPR and EU GDPR remain very similar, however, the mechanisms to share data have become more complex and the process to share data outside of the UK requires more work. As models of healthcare use increasingly complex technology, some are

having to process data outside of the UK, due to the nature of the technology they use. This new challenge requires a different approach to data sharing, data control, and processing. NHS organisations are having to address this using novel approaches, especially where research is involved. In England, there has been a lot of speculation around data, the role of national organisations and third parties, versus local data environments. The proliferation of consumer-facing health apps has continued. Clinicians and healthcare providers are subscribing to apps to help people manage their conditions. Patients are often reliant on healthcare professionals to recommend applications that may be most suitable. In the last few months, for the first time, an app has been recommended through NICE guidance. This may be an indication of things to come as trust, compliance, and safety of apps increases through rigorous selection and assessment. Climate change and the need to become more sustainable is just as true in the NHS as it is in any other area. Whether it’s the impact of travel to health services, dealing with healthcare waste, or the use of energy by healthcare providers, there is a role for health organisations in acting. Governments,

researchers, and innovators have identified new ways of creating and developing technology to support the sustainability agenda in health, this includes everything from smart buildings through to the use of automation. Much of this technology has been adopted in hospitals around the world, in the last year, there has been renewed interest from NHS organisations trying to tackle environmental issues. The great thing about healthcare technology is that it’s constantly evolving with new ways of tackling old problems. HETT 2022 will be exploring a whole range of topics but I’m particularly looking forward to welcoming colleagues to share and exchange insights, learning, and ideas of how they have tackled these problems and many more. L HETT Show will take place on 27-28 September at the ExCeL London and is free to attend for those working in the NHS, independent healthcare provision, the care sector, and the wider public sector, academia/research, and notfor-profit. Visit the website below to register. FURTHER INFORMATION HETTShow.co.uk

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Advertisement Feature Written by Nigel Wareing

Turning a good idea into reality: the integral role of a project manager The Health Informatics Service (THIS) currently employs nine project managers of varying seniority, plus a project support officer. It typically facilitates 40-50 projects for its host trust, the Calderdale and Huddersfield NHS Foundation Trust (CHFT), and other clients in the healthcare sector at any one time Turning a good idea into a working reality can have huge significance as the NHS navigates the delivery of digital health solutions. It is the focus of many NHS organisations as they look to increase the range of digital health tools and services to benefit patients and staff alike. The NHS Long Term Plan calls for investment in improving NHS IT systems; developing new technology to ensure staff have the tools to do their jobs, and that NHS systems can share vital information to support the delivery of care. The management and delivery of these aims, however, can often prove challenging. This is where the role of a project manager becomes integral. The Health Informatics Service (THIS) currently employs nine project managers of varying seniority, plus a project support officer. It typically facilitates 40-50 projects for its host trust, the Calderdale and Huddersfield NHS Foundation Trust (CHFT), and other clients in the healthcare sector at any one time. All THIS project managers are Prince2 practitioners and base their work on that widely used methodology. However, while most projects conform to Prince2, THIS can tailor its work according to size and complexity and will introduce agile methodology to suit a client’s requirements. What is a project? David Armitage, one of THIS’ senior project managers, defines a project as a piece of work which requires multiple skills, is delivered to a timescale, and has budget restraints. The question of whether a good idea can be turned into a working reality then poses more questions, such as whether the project is needed, what is it trying to achieve, is it affordable, and does it fit with an overall strategy? David Armitage says: “Our project managers are people capable of telling you the truth of where you’re up to and being able to find a way through a maze to get problems resolved. It’s also making sure the organisation then has confidence that things are being governed properly and that both the business and the finance is being checked, watched, and managed correctly.” The role of a project manager THIS’ project management office (PMO) manager is Julie Howson. She says: “Project managers are front and centre from the very beginning, even at the light bulb stage. We facilitate the writing of the business cases and we’re there through every stage of a project’s lifecycle. It’s like writing the song and the music, playing it, getting a record deal, and then releasing it!”

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David Armitage likens a project to projecting light through a prism to identify and simplify its lifecycle, consider its key elements, and illustrate the importance of ownership, delegation, and communication. What makes a good project manager? David Armitage says: “It calls for many different qualities. Obviously, you must be organised, you must be personable, a good listener, communicator, and co-ordinator. You must ask questions but really listen to what people are telling you and be flexible.” Case study: information sharing on a mum-to-be’s maternity journey The mother-centric shared maternity record enables all trusts involved within the West Yorkshire and Harrogate local maternity system to share specific documents relating to care during the maternity journey of a mum-to-be. With new integration, if a mum-to-be booked at CHFT visits a neighbouring trust, staff there will be able to check the portal for her relevant details. Likewise, if the Trust is registering someone booked elsewhere on the system, staff will be able to search for information regarding the maternity pathway. David Armitage, who managed the project, says: “Immediate access to healthcare information all in one place will mean fewer delays in treatment and provides extra support to clinicians if a woman comes to the trust unexpectedly. This might include, for example, identifying people who may need extra support because of safeguarding or other concerns.” Emma Burbidge, CHFT Maternity EPR Lead, says: “Having a project manager for

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

the maternity data sharing project has been invaluable. Dave has co-ordinated and liaised at every stage of the project to ensure all ran smoothly and knew process to follow when issues arose. He is professional and approachable, and I hope to work with him again very soon.” Nurturing the next generation of talent THIS is not just about senior project managers; it also plays it part in creating a future generation of PMs, thanks to its graduate recruitment scheme. Julie Howson says: “We have an entry level into project management through our junior PM roles where we train in-house to our high standards, as well as ensure they attain project management qualifications. We also actively look to promote people internally, who have demonstrated the experience or relevant skills required to do project management and watch them go on and flourish.” Further reading You can read an in-depth profile of THIS’ project management expertise here, and if you’d like to discuss a new or impending project, please contact us here. L FURTHER INFORMATION www.this.nhs.uk


G Cloud

Examining G-Cloud 13 The G-Cloud 12 agreement is due to come to end at the end of September, to be replaced by G-Cloud 13. Health Business examines the changes in G-Cloud 13, which is still focussed on the procurement of cloud-based computing services It has recently been announced that the Coverage updated G-Cloud 13 agreement has been The framework covers buying cloud-based delayed. According to Crown Commercial computing services including hosting, software Service (CCS), the reasons for this are that CCS and cloud support, with many off-the-shelf, are working to make their agreements easier pay-as-you-go cloud solutions included. The to use and provide a better experience new framework will continue to for their customers, so they are provide cloud hosting and developing a new digital service. software services, as well Following user testing, as associated support Lot 4 is feedback and insight was services to the UK an add provided that needs to be central government examined further before departments and the framition to the launch of G-Cloud 13. all other public e w o and is f rk CCS said: “We sector bodies, o compet r further appreciate that this will including the NHS. i t i o be disappointing for The new agreement n f o Cloud S many of our customers will initially run for upport.r and suppliers, but are 12 months with the confident that delaying option to extend for the launch is the right a further 12 months. thing to do and will allow The call-off term in G-Cloud us to go live later in the year 13 has changed to 36 months with an improved digital experience.” with the option to extend for 12 months. In the meantime, G-Cloud 12 is still Prior to the launch of G-Cloud 13, CCS live, any live procurements can continue, ran supplier and customer surveys, and and any new procurements can be seen held a supplier event and 1-to-1 supplier through to award. No launch date has been interviews in order to understand the given for G-Cloud 13, the only indication needs related to buying, consuming and given by CCS is “later in the year”. implementing cloud storage. In December Despite the delay, G-Cloud 13 will 2021, an RFI was published to Lot 3 at some point replace G-Cloud 12. suppliers to gather feedback on Lot 4.

As an updated framework, there will be changes to the previous version. These changes include improved terms and conditions, with greater inclusion for the provision of day rate cloud support services; inclusion of the latest procurement policies, including social value and prompt payment and the introduction of a fourth Lot for further competition for Cloud Support Services for larger, more complex requirements. The scope and application process for Lots 1-3 will not change and suppliers are reminded that they can apply for any combination of the four lots. Lots to see Lot 1 includes Cloud Hosting (PaaS, IaaS) and covers cloud platform or infrastructure, which enables buyers to deploy, manage and run software, and provision and use processing, storage or networking resources. Services covered by this lot include: archiving, backup and disaster recovery; compute and application hosting; container service; content delivery network; database; NoSQL database; relational database; data warehousing; load balancing; logging and analysis; message queuing and processing; networking (including Network as a Service); Platform as a Service (PaaS); infrastructure and platform security; distributed denial of service E

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Connecting people and places to make the world work better www.uk.issworld.com


G Cloud

All suppliers of cloud services can apply to sell on the G-Cloud framework  attack (DDOS) protection; firewall; intrusion detection; protective monitoring; search; storage; block storage; and object storage. Lot 2 is Cloud Software (SaaS) and includes applications which are accessed over the internet and hosted in the cloud. Services covered by this lot include: accounting and finance; analytics and business intelligence; application security; collaborative working; creative, design and publishing; customer relationship management (CRM); electronic document and records management (EDRM); healthcare; human resources and employee management; information and communication technology (ICT); legal and enforcement; marketing; operations management; project management and planning; sales; schools, education and libraries; software development tools; transport and logistics. Lot 3 covers Cloud Support to help set up and maintain cloud software or hosting services. Services covered under this lot include ongoing support; planning; quality assurance and performance testing; setup and migration; security services and training. Lot 4 is an addition to the framework and is for further competition for Cloud Support. The scope is the same as that

of Lot 3, but is designed for larger and more complex requirements which are procured through further competition. Information for suppliers All suppliers of cloud services can apply to sell on the G-Cloud framework, suppliers do not need to be based in the UK. As a supplier, even if you already sell on G-Cloud 12, you need to reapply to sell on G-Cloud 13, as all G-Cloud 12 services will be removed when G-Cloud 13 services are live. As a supplier, you will be able to reuse your G-Cloud 12 declarations and services, but suppliers are urged to check these responses and update them if necessary. Service documents will need to be uploaded again. New suppliers will need to create an account on the Digital Marketplace. With regards to submitting a tender for G-Cloud 13 Lot 4, existing suppliers will not be able reuse their G-Cloud 12 service and declaration documents for Lot 4. When applying for G-Cloud Lots 1, 2 or 3, suppliers will need to provide a pricing document (including volume discounts and data extraction costs, what is not included in the price and the prices for extra services)

and a terms and conditions document specific to that service (note the terms and conditions cannot be changed while the framework is live). A service definition document should also be provided including information such as: what the service is: the levels of data backup and restore, and disaster recovery you’ll provide, such as business continuity and disaster recovery plans; any onboarding and offboarding support you provide; service constraints like maintenance windows or the level of customisation allowed; service levels like performance, availability and support hours; after sales support; any technical requirements; outage and maintenance management; hosting options and locations; access to data (upon exit) and security. Due to the delay in the launch of G-Cloud 13, G-Cloud 12 remains live. Most aspects of the framework remain the same between the two versions and G-Cloud 13 is merely an updated and improved version, rather than a dramatic change. Because of this, the changeover should be relatively smooth. As the launch is delayed, it is hoped more information on the Framework will be available at a later date, though it is not expected for there to be many changes to get to grips with. L FURTHER INFORMATION https://www.gov.uk/guidance/gcloud-13-what-to-do-and-when

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IT LEADERS:

Are you considering Windows 11 for your estate?

YES

NO

Are your computers compatible with Windows 11?

Have you got a plan to keep your estate safe from vulnerabilities?

How will you manage the logistics of the migration?

Do you have enough resource to implement your plan?

ManagementStudio enables NHS trusts across the UK to deliver new IT systems and maintain existing ones Checkout our 3 minute overview


How do you ensure your Trust gives high quality, consistent services to your patients? One of the key areas where NHS Trusts across the UK have suffered over the past few years is with IT system interruptions impacting the ability for staff to provide the high-quality services that patients have come to expect. How can you minimise this risk going forwards?

Are your IT systems being maintained? Keeping 1000’s of devices (life critical ones at that) up and running, maintaining them, and preparing for the upcoming Windows 11 release in a fast-moving healthcare environment is challenging and traditional, manual, methods are simply not sufficient. Disparate spreadsheets, bespoke databases, teams emailing users, manual surveys and no single source of data can lead to delays and be subject to human error. Using real data and automating many functions can dramatically reduce risk, save money and resources. We all saw the impact that the WannaCry ransomware attack had across the NHS back in 2017. It is estimated to have cost the NHS £92m. It led to 80 out of the UK’s 236 trusts being affected. 603 primary care and other NHS organisations, including 595 GP practices and 19,000 cancelled appointments. The attack led to a scurry of activities to get devices upgraded to the latest version of Windows and protected from future attacks. Some Trusts were more successful than others in doing this and even now there are some Trusts that either have not fully migrated to Windows 10 or are now struggling to keep their estates up to date with the ongoing updates that are required. Running devices with unpatched or outdated operating systems is risky. Most of the NHS devices infected with the ransomware were

found to have been running an unpatched, Microsoft Windows 7 operating system. But keeping 1000’s of devices up to date is not an easy task. Simply turning on ‘auto-update’ is not an option either. This approach could be catastrophic and could bring life-critical devices to a halt at the busiest of times. At ManagementStudio we see these challenges slightly differently. Instead of looking at each of these changes as a big project, we see them as a process. So, whether it is a move to Windows 10, the latest Windows 10 update or even preparing for Windows 11, it can be a seamless process. This can be carried forward into ‘business as usual’ once the devices have been updated and then utilised to keep them up to date at a tempo that suits the Trust, based on a schedule that works for everyone. Data is everything ManagementStudio is an “IT transformation” toolset. It uses data that most organisations already have, to understand existing devices, applications, users, their locations, department and contact information. Once we have all this information, we lock in the relationship between all those data sources. By doing this, we can precisely see the impact that a single application or a device will have on the Trust and its user and start to plan the transformation with the least amount of disruption possible. We can see exactly which applications are used by which devices and users, allowing

us to rationalise those applications which are not required or map older versions to newer versions. We can the prioritise the application packaging, QA and testing process whilst always communicating with users and stakeholders about the progress of their device and application migration. We can trigger, automatically, user communications as the device or application progresses through its various stages until the user is showing as ‘ready’, upon which we can then send out scheduling information so they know exactly when their device will be updated or replaced. Avoiding Support ‘Bubbles’ We can identify certain devices as ‘VIP’ or ‘Life Critical’ thus allowing organisations to decide precisely when they should be updated and not at times that could prove highly disruptive to the Trust. By updating at a tempo or pace that suits the Trust, you can avoid ‘support bubbles’ by updating devices to a schedule that works for everyone. This approach proved critical when we helped NHS Gloucestershire Trust migrate their users to Windows 10. They had a very small team servicing 1000’s of devices and users. Using automation, they were able to schedule updates at times that avoided critical times during the working day. Take Control of your IT changes Keeping control of the project, seeing predictable outcomes, and preparing for future change is becoming more and more challenging without the correct tools in place. ManagementStudio provides you with that framework that is required to manage change, save money, save resources and get ready for the future. ManagementStudio enables NHS trusts across the UK to deliver new IT systems and maintain existing ones. Check out our 3-minute overview. L FURTHER INFORMATION www.managementstudio.com

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From as little as £4.19 PER DAY

24/7 Ready Meal Vending Solution Introducing ‘Flavours of the World™’ Vendors The Perfect solution for the provision of, ‘Out of Hours’ NHS food service. ‘Dine in’ with a separate built-in microwave, or ‘Takeaway’ to eat at your leisure. Offering a fantastic menu – (East Meets West). The ‘Flavours of the World™’ Microwave Ready Meals The Flavours of the World™ menu range offers up to fourteen meals and two sides, offering a budget meal, providing excellent value for money for that ‘Grab N Go’ culture in a busy environment, where NHS staff on night shifts, or who are stuck in a ward or department and do not get the time to get away to grab something to eat. Flavours of the World™ range are fantastic to not only reheat in a microwave from just one and half minutes, or reheated in a saucepan, at work or even at home after a late shift. From the hospitals facilities and catering departments prospective, the 24/7 ready meal vendors offer not only a very cost effective ‘out of hours’ provision of hot meals for NHS staff – compared to frozen food vendors (wraps, paninis, slices, burgers, muffins, and ice creams) which are both expensive and take up limited freezer space in many cases. The ambient ready meals have a shelf life of 9 to 18 months. This gives you all

the allergen and nutritional detail you may require by product (these fall within CQUIN guidelines issued for the NHS). Machine Range The machines will operate as ambient models and will have as standard a full change giving coin mechanism with optional extra of a contactless payment solution. There are two models of machines, standard glass fronted spiral vendor and a spiral glass fronted vendor with elevator and vend port for speedy and safe delivery. Both models offer two branding options, either as branded standalone machines for takeaway, or in a full vending surrounding with microwave and waste bin, for sit down and takeaways. All machines will vend biodegradable sport sets – knife, fork, spoon, and napkin. 24/7 Vending Food Hubs Placing vending food hubs in key central and accessible locations for all – combining a fresh food vendor next to 24/7 ready meal vendor, selling freshly prepared sandwiches, paninis and wraps, salad pots, fresh fruit/fresh fruit salad etc. provides for a balanced and nutritional food service for NHS staff and visitors. Self-Fill Operation – hospitals should

look at these vending food hubs as a revenue stream. With many hospital catering operations currently only open to staff and a few contractors, they have seen reductions in their turnover. If food is freshly prepared in-house or brought in, the catering team could restock the machines themselves. Staff Health and wellbeing – many hospitals lack the facilities to cater for ‘out of hours’ catering, it is too costly in terms of staffing to keep the restaurant open that extra hour until 8pm or later and operate a reduced catering service over weekends. The health and wellbeing of staff working nights and long shifts is essential in running a happy ship. Additional Benefits of Microwave Ready Meals – They cater for dietary requirements of allergens at short notice, satisfy requirements for diverse cultures and religions, for patients who miss a meal or had procedures during meal service times, late night A&E visits and family or visitors rushing to hospital straight from work – there is always a demand for something to eat 24 hours per day.


Digital NHS

Digital health and social care: what to expect Released at the end of June, the government’s policy paper “A plan for digital health and social care” sets out the national digital goals and investments for digital health and social care and the strategies needed to achieve them. Health Business looks at the benefits and potential challenges The digital transformation of health and social care is a top priority for the Department of Health and Social Care (DHSC) and NHS England. According to the new policy paper, learnings from previous attempts to digitise healthcare, along with advances enforced by the pandemic have provided a good foundation for digital change. The paper is aimed at leaders in health, social care and technology with the hope of creating a “a brighter digital future”. There are four goals set out for the health and social care system. These are: prevent people’s health and social care needs from escalating; personalise health and social care and reduce health disparities; improve the experience and impact of people providing services; and transform performance. The paper aims to consolidate the goals and investments in different sector strategies and guidance into a single action plan to achieve the goals on four complementary fronts.

out-of-date, delayed or lost. It is hoped that staff Digital Health Records will be able to spend less time on administrative The first of these fronts is equipping the system tasks and more time delivering care. digitally for better care. One priority here Another priority of digitally is digitising health and social care equipping the system is the records, with all Integrated Care creation of a life-long, Systems (ICSs) and associated joined-up health and social NHS Trusts aiming to have care record. This means core digital capabilities One that by March 2025, all including electronic priority clinical teams in an ICS health records by here is will be able to (where March 2025. For social health digitising appropriate) access and care, the aim is for and soc contribute to a complete 80 per cent of CQCial care rec overview of a person’s registered providers to o rds health and social care have digital social care record. Where appropriate, records by March 2024. non-clinical staff in social Electronic health records care will also be able to access make it quicker and easier for and amend patient records. clinicians and NHS staff to find A life-long, joined-up health and records and to update and edit them. It social care record should mean patients are also means that all staff involved in a patient’s treated quicker and more efficiently each care have access to the same information, time they are seen by NHS staff. They E without relying on paper notes that could be Issue 22.41 | HEALTH BUSINESS MAGAZINE

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Digitally supported diagnoses Digitally equipping the system also involves digitally supported diagnoses, meaning using new diagnostics capacity to enable image-sharing and support clinical-decision making. This technology should streamline pathways, help triage waiting lists and provide faster diagnoses. Another front of the action plan is supporting independent healthy lives. This is to be achieved by enhancing national digital channels to give people more control over their lives. It should make it easier for people to interact with different health and social care providers and access more health and care resources where and when they choose. Traditional services will remain for people who cannot or choose not to access digital services. This front includes increasing the functionality of the NHS App and website. The plan also includes the adoption of proven tech, along with the aim of developing transformative technologies and distributing them quickly through the health and social care system. This includes systemising tech research and development partnerships, and helping NHS organisations in commercial negotiations with industry and funders. Better Tech The health and social sector also aims to buy better tech, that meets the needs of staff and patients as well as standards. Finally, the action plan aims to align oversight with accelerating digital transformation.

This involves using regulatory levers, with any changes in the regulations aiming to signal to the health and social care sectors that digitisation is a priority, as well as identifying the essential and nonnegotiable standards of digital capability. Standards will also be enforced, though it is not yet clear what these will be. Government funding The digital transformation will be supported by government funding to connect data and enable secure, transformative data-sharing, including investment in data infrastructure at national, sub-national and ICS levels to support day-to-day care, population health, planning and research and to transform pathways, especially to support the recovery of services post-pandemic and make the NHS App a “front door” to the NHS. £2 billion will be provided to digitise the NHS with at least £150 million to support transformation in social care. Risks Despite the benefits listed above, there will be some concerns around the digital transformation. The recent shutdown of Guy’s and St Thomas’ hospital due to the heatwave will raise concerns about a digital NHS’s capability to face similar challenges in the future without shutting down and cancelling services and urgent treatment. Furthermore, cyberattacks, such as the recent ransomware attack that affected NHS 111, will pose a threat to the delivery of services. Though disruption after the latest attack was minimal, a major cyber attack could paralyse a digital NHS, and cause significant problems and delays to patient care.

Digital records also pose the question of privacy, both in terms of which NHS staff will have access and whether these could be stolen. With a digital and lifelong health record, patients may be concerned about who will have access to the personal data, with potentially many members of staff being able to do so. Again, with regards to privacy, there is the threat of a cyberattack and personal information being stolen, sold and ending up in the wrong hands. In order for the digital plan to succeed, the right foundation needs to be in place, particularly cyber resilience, as illustrated by the heatwave and the ransomware attack. Furthermore, the infrastructure needs to be in place – remote locations will not benefit from a digital NHS, if they don’t have the internet services to provide it. Finally, NHS staff will need to be trained and upskilled in digital skills in order to work with and progress the digital transformation. All of the above are mentioned in the plan, though they will need to be major components in order for the plan to succeed. Improved digitisation will be a major benefit for the NHS with improved efficiency and reduce costs. However, it must be ensured that the right infrastructure and safeguards are in place to operate efficiently, with next-to-no downtime and important security and privacy measures. L

DIgital NHS

 shouldn’t have to repeat their medical history and answer several questions each time a new medical issue presents itself.

FURTHER INFORMATION https://www.gov.uk/government/ publications/a-plan-for-digitalhealth-and-social-care/a-plan-fordigital-health-and-social-care

Furthermore, the infrastructure needs to be in place – remote locations will not benefit from a digital NHS, if they don’t have the internet services to provide it.

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Technology Written by Glen Hodgson, head of healthcare, GS1 UK

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The Cumberlege Review and Scan4Safety two years on – what we know now At the beginning of 2020, just weeks before the Covid-19 pandemic changed the world, Baroness Julia Cumberlege went on a visit she described as “a revelation”. At University Hospitals of Derby and Burton NHS Foundation Trust, she witnessed the organisation’s Scan4Safety programme firsthand, discovering how every item used on a patient was scanned and recorded before use. Baroness Cumberlege was then in the process of conducting her two-year review into the use of Primodos, sodium valproate and pelvic mesh Primodos, a hormonal pregnancy test withdrawn from the market in 1978, was thought to be associated with birth defects and miscarriages. Epilepsy drug Sodium Valproate could be harmful if taken during pregnancy, potentially causing abnormalities to the baby. Pelvic mesh implants, used to treat prolapse and incontinence in women, could cause agonizing chronic pain described by sufferers as feeling “like razors inside the body”. Due to a lack of data on the use of these products, it was difficult to measure the untold harm caused to many thousands of

women and children across the UK, or get an accurate picture of how the health service had responded to learn from past mistakes. The significance of accurate data The lack of data is the very reason why the visit to University Hospitals of Derby and Burton NHS Foundation Trust had such an impact. Derby’s Scan4Safety programme meant the trust was able to accurately identify every product used, every patient it was used on, and every location of where a medical intervention had occurred.

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

The premise of the Scan4Safety programme involves the use of GS1 Identification Keys to uniquely identify all people, products, and places throughout the healthcare supply chain and patient pathway. All aspects are identified using the same set of data standards, allowing information to be shared between systems and organisations when needed. In the context of Baroness Cumberlege’s review, the benefits become evident. Had a national system been in place whereby these products could have been identified and traced directly to the individual


Technology

patient, it is likely that trends in the reporting of adverse events could have been noted earlier, protecting thousands of patients from unnecessary harm. Acknowledging the many benefits, Baroness Cumberlege commented, referring to her time visiting Derby, “[it] brought home to me the power of data.” Two years on, how far have we come? July 2022 marked two years since the publication of Baroness Cumberlege’s final review and the release of the Scan4Safety evidence report– but two years on, has anything changed? Nine recommendations were referenced in Baroness Cumberlege’s review and strides are continually being made to bring these to fruition. Progress that has been made so far: last month, Dr Henrietta Hughes was appointed as the UK’s first Patient Safety Commissioner; the Healthcare Safety Investigation Branch (HSIB) has begun the transition into the Health Services Safety Investigations Body (HSSIB) – a non-departmental public body of the Department of Health and Social Care in England; the Medicines and Healthcare products Regulatory Agency (MHRA) have made initial provisions for UK medical device legislation to promote greater transparency and safety; and Plans were initiated for the development of a national patient-identifiable database. Measures are now being taken to prevent large scale patient safety incidents from

occurring, protecting millions from avoidable clinical errors and unnecessary harm. However, transparency and traceability are required if these recommendations to drive meaningful change are to have an impact. These rely on two key pillars: globally unique identification and the widespread adoption of standardised data. Results from the Scan4Safety programme clearly illustrate how GS1 standards have the power to drive traceability and improve patient safety. Since the publication of the report, variations of the Scan4Safety programme have been established in Scotland, Wales and Northern Ireland; demonstrating an increased focus on improving product traceability across UK health systems. A place for Scan4Safety in the future of healthcare During the opening keynote at the 2022 GS1 UK Healthcare Conference, Baroness Cumberlege emphasised the crucial importance of traceability in clinical settings and reiterated the message of the way in which point of care barcode scanning can drive patient safety. GS1 standards power traceability in healthcare by uniquely identifying every person, every product, and every place throughout the supply chain and patient pathway. Crucially, by using Global Trade Item Numbers (GTINs) to unambiguously identify medical devices, and Global Service Relation Numbers (GSRNs) to link that data to the patients each device is used to treat,

medicines and devices can be effectively monitored and rapidly recalled from market circulation if any problems or issues occur. “I’m determined to ensure we use data, that we harness technology and we improve systems to create safer, better, more informed and more caring healthcare.” Baroness Julia Cumberlege The Scan4Safety program continues to save thousands of lives and millions of pounds in NHS trusts across England, simply by harnessing the power of universal, open data standards. As Baroness Julia Cumberlege said during her opening keynote speech: “Data can do remarkable things.” All healthcare stakeholders now need to work collectively to capitalise on its potential to protect and make care safer for all. L FURTHER INFORMATION www.gs1uk.org/industries/healthcare healthcare@gs1uk.org

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Advertisement Feature

Cleaning audits made simple with fmfirst Cleaning ®

The National Standards of Healthcare Cleanliness highlight how useful digital auditing systems can be in meeting compliance requirements. Digital audits allow users to identify trends and hot spots, and offers greater transparency when sharing the data within an organisation

This year, the NHS and other healthcare organisations have to show how they plan on becoming compliant with these new standards. The standards highlight how effective digital auditing systems can be in the quest for compliance, however, it’s important to not panic-buy a system. Considerations There are many cleaning audit software providers out there but you must find the right software for your business. The software will essentially do the same job no matter who the provider is, so how do you choose the right provider for you? It comes to a stage where other considerations need to be made over the convenience of using existing providers or cost, such as: ease of use; ability to meet the needs of the facility; one size does not fit all; ability to produce metrics from elements, frequency, and room data to show compliance with the standard; ability to ‘build as you go’ to easily capture room function changes, new rooms, etc; ability to easily export data with simplified reporting functionality; compatibility with NHS building regulation data. Making cleaning audits digital provides users with the opportunity to identify trends and hot spots. It also offers greater transparency and a more effective way to share the data within an organisation. Cleaning audit software shouldn’t be something you purchase just to ‘tick’ a box. The right software, used properly, can be an integral part of your operation, especially when integrated with other tasking modules.

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The standards seek to drive improvements while being flexible enough to meet the different and complex requirements of all healthcare organisations. And the software should mirror this principle. Meeting the numbers There are now 6 Functional Risk categories (FR). The expanded scoring categories enables organisations to increase or decrease the risk rating in individual functional areas. However, organisations can choose to adopt these 6 FR categories or the blended approach where target percentages are based on the combined targets for rooms. The standards come with 50 elements, a list of individual items/categories that require cleaning, each one with its own cleaning specification. Scoring from audits can now be displayed using a 5-star-rating, similar to what you find in the hospitality industry. This star rating in healthcare cleanliness aims to be a simple, effective and visual way of providing meaningful information about quality that can be understood by members of the public. Don’t forget the efficacy audits too! As cleaning and infection prevention is a partnership, it’s important to audit the outcome of the cleaning as well as the cleaning process itself. To meet the standards, the efficacy of the cleaning process is just as important as the technical outcomes of the cleaning.

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

The NHS is committed to cleanliness, and Asckey is committed to making this as simple as possible for your organisation. Keeping it simple Asckey’s fmfirst® Cleaning has been purposefully built to have minimum clickthrough options and be an easy-to-use application. Its design automates report emails once audits have been completed, and includes any corrective actions that are required. This method of providing instant fault reporting and the options for rectifying, allows users to take action right away. This means time and resources can be proportionately allocated. The software you choose shouldn’t be overcomplicated; the process can be complicated enough! It’s important to choose a digital solution that can help simplify the process and one that can also support the follow-up actions by raising tasks to rectify any faults reported. An application that can be integrated with other programmes will strengthen your auditing, and facilities management, toolkit. By collating the information together, organisations have all the insights they need at their fingertips, highlighting data trends that can then identify opportunities for improvement. Asckey aims to help the right people get the right information at the right time. Contact us to discover more. L FURTHER INFORMATION www.asckey.com


Feature Heading Technology

Drone technology is taking off in the NHS Following a number of trials, Health Business looks into the impact drones could have on the future of the NHS A recent trial on the Isle of Wight tested the capability of drones to deliver chemotherapy to cancer patients. As part of the trial, chemotherapy treatments are flown from the pharmacy at Portsmouth Hospitals University NHS Trust to St Mary’s Hospital on the Isle of Wight where staff collect them before distributing to hospital teams and patients. It is believed the trust are the first in the world to deliver chemotherapy drugs by drone. The usual delivery time between the two sites is four hours, but the drones are able to do it in 30 minutes – saving time and money and preventing cancer patients from having to travel to the mainland for treatment. The use of drones also removes the need for cars and hovercrafts or ferries to make deliveries, saving carbon emissions and helping the NHS achieve its net zero goals. At the launch of the Isle of Wight trial, which took place on the NHS’s 74th birthday in July, NHS chief executive Amanda Pritchard said: “Delivering chemo by drone is another extraordinary development for cancer patients and shows how the NHS will stop at nothing to ensure people get the treatment they need as promptly as possible - while also cutting costs and carbon emissions.” Isle of Wight NHS Trust CEO Darren Cattell said: “We are still at a relatively early stage but the use of drones to transport medical supplies is a concept that has radical and positive implications for both the NHS and for patients across the UK as well as the Isle of Wight.”

This trial shows signs of success, with reduced delivery times for supplies, reduced emissions and local care for patients.

of Morecambe Bay NHS Foundation Trust (UHMBT) said: “This is electrically charged and runs on batteries by utilising solar and wind back at the landing pads we can get this to net zero and any surplus by solar or wind we can put back to the grid.” He added that it was unnecessary to add to pollution and have someone sitting in traffic “when we have a machine that can do it for us safely”. Again, early indications from this trial also point to success with faster test results and reduced emissions.

Speedy delivery In a separate trial, hospitals in Lancashire and Cumbria are using drones to transport medical samples. The first phase of the trial involves drones carrying samples between the Royal Lancaster Infirmary and Westmorland General and Furness General Hospitals in Cumbria, all in their own dedicated airspace 250ft above ground level. Currently, in Lancashire, samples are carried The sky’s the limit between hospitals several times a day, by Funding has also recently been van, taxi or motorbike. Again, using announced for a national drone the drones will cut delivery The use network to deliver medical times and therefore speed of dron supplies across Scotland. up the time it takes to get es also remove A consortium which pathology results. And s includes AGS Airports again, the electrically cars an the need for d NHS Scotland, the charged drones ferries t hovercrafts o r o make University of Strathclyde will reduce carbon d saving and National Air emissions and help the carbon eliveries, emissio helping Traffic Services NHS achieve net zero. ns the NH (NATS) is the recipient Phil Woodford from S a c hieve its net z of the funding. E University Hospitals ero

goals.

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Technology

Cooperation will be needed with other authorities, to ensure that drones do not interfere with other aircraft or technology.  The funding comes from the Future Flight Challenge at UK Research and Innovation (UKRI), from whom the consortium already received £1.5 million of funding in 2020, which was used to design drone landing sites. The many remote communities in Scotland have difficulties receiving medical supplies through conventional methods, especially when these are needed quickly. Gary Cutts, Future Flight Challenge Director at UK Research and Innovation, said: “With the potential to quickly deliver medicines, bloods and other medical supplies on demand, the CAELUS project laid the groundwork for revolutionizing health care access across Scotland.” This funding should help remote communities across Scotland receive better and faster access to the healthcare they need. With the trials listed above, it is easy to see the benefits drones can have in the NHS. The increased delivery times shown in all three trials will only be a good thing, with patients benefitting from faster treatment and faster test results – especially those in remote or isolated communities in Scotland and the Isle of Wight. The ability for Isle of Wight patients to be treated closer to home will also provide them with a better patient experience. The ability of drones to deliver medical samples means patients can provide the sample at home and have it picked up by drone. Meaning they don’t have to travel to hospital or the doctors if they a unwell or unable, or risk making other people sick.

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Decreased carbon emissions is a big goal of the NHS in their ambition to reach net zero - if drones are helping to achieve this, this is a big benefit. Though not listed as a benefit of the above-mentioned trials, automated drone delivery will free up staff capacity as drivers won’t be sat in traffic and NHS trusts won’t have to pay for a four-hour taxi journey. Another key benefit highlighted by the pandemic is the possibility of contact-free medication deliveries, to sites such as care homes, with vulnerable residents. Drones can also be used to deliver urgent medical supplies to remote locations, or avoiding traffic in an emergency, meaning urgent supplies can be delivered quickly without having to traverse remote roads or sit in city traffic, or even get to areas that are not accessible by road, such as up mountains or at sea. Drones, unlike helicopters are also able to drop their load whilst still airborne. Drones can deliver medical equipment before medical staff reach the scene. Trials in Sweden reported by The European Heart Journal have tested the delivery of automatic external defibrillators (AEDs) by drone. In 63% of cases, the AEDs arrived by drone before an ambulance reached the scene. One AED delivery saved a 71-yearold man’s life, arriving three minutes after the alarm was first raised by a passer-by. Furthermore, it is much more cost efficient to fly a drone than a helicopter.

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

The larger the load, the larger the drone Despite the benefits, there are potential challenges. One of the main challenges would be to increase the amount of weight a drone can carry, or more specifically increase the amount of weight a smaller drone can carry. There are drones that can carry larger weights, but generally: the larger the load, the larger the drone. Another potential challenge is legislation. Aviation rules are still behind the technology when it comes to drones, which means the NHS are limited to what they can do. Following on from this, the safety aspect needs to be considered. Though the drones involved in the Lancashire and Cumbria trial have their own dedicated air space, this will not be the case everywhere. Cooperation will be needed with other authorities, to ensure that drones do not interfere with other aircraft or technology. Overall, the increase in drone use across the NHS is promising, helping to deliver patient care more quickly and more costeffectively, whilst at the same time, reducing carbon emissions. If the technology develops and legislation keeps up, drone use will be an integral part of the NHS of the future. L FURTHER INFORMATION https://www.iow.nhs.uk/news/ Worlds-First-Chemo-Drone-DeliveryAnnounced-on-NHS-Birthday.htm https://www.bbc.co.uk/news/ukengland-lancashire-62507262 https://simpleflying.com/nhsags-airports-drone-funding/


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Visavvi the workplace technology specialists Audio Visual Consultancy, Design, Installation and Support Trusted to deliver agile and highly effective technology solutions into the NHS for over five decades, Visavvi has guided and supported many organisations and departments to achieve Digital Workplace Transformation. As a Shared Business Services NHS framework supplier, Visavvi has successfully provided a diverse range of audio visual, communication, and collaboration technologies and services to clients. These include central NHS service providers, many trusts and hospitals, and numerous GP surgeries across the UK and Ireland. Highly accredited and trusted by world-leading manufacturers such as Microsoft, Cisco, Poly, and Logitech, Visavvi’s independent consultation, implementation, and support capabilities have led organisations of all sizes through substantial workplace and healthcare transformation. Visavvi’s consultative, client-centric and technology-agnostic approach helps navigate clients through a complex range of technology choices. Visavvi has a proud heritage and a secure, stable trading history which builds trusted long-term relationships with clients and suppliers. Accreditations The company’s commitment in this crucial area is reflected in a comprehensive set of industry accreditations, covering health and safety, quality and process, the environment and the integrity of digitally-held information. These are supplemented by membership to all relevant and leading industry associations. Visavvi’s impeccable high standards have been recognised

through top awards including the coveted AV Integrator of the Year three times, including 2021. These accreditations and awards together with the quality of our work have resulted in Visavvi being selected for several public sector and corporate purchasing frameworks, including: Crown Commercial Services; SBS; NEUPC; NWPC; CPC; HEPCW; LUPC; SUPC; and APUC. The Visavvi approach Immediately from the first initial meeting, the experienced Visavvi team deliver a tailored approach specific to each client. Account Managers use their vast knowledge of delivering award-winning projects to work in close partnership with clients to understand their operational challenges and technology objectives. Solution Architects design innovative systems that deliver beyond expectations before comprehensively trained Project Managers and Installation Engineers ensure these systems are installed to exceptional standards. Post-installation, clients are supported by a range of comprehensive, dedicated remote and in-person support services. Audio visual service and maintenance contracts Visavvi offers the industry’s most comprehensive range of ISO accredited service and maintenance contracts available. 24/7 support provides everything an organisation needs to be confident their audio visual and collaboration technology works seamlessly. Proactive in our approach, scheduled preventative maintenance visits combined with the powerful Vantage AV remote monitoring platform ensure workplace environments operate at peak performance, significantly removing the risk of failure and improving operational efficiency for our clients.

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Big changes to the way the public sector organises itself often prove very disruptive The latest example of this sort of shift in the health sector came only last month when trusts were grouped together to better tackle procurement and delivery

They all now belong to Integrated Care Systems (ICSs) — groups of health trusts and care providers who will be able to find efficiencies if they all work together. As of July 1st 2022, organising around the ICS model is now a requirement of trusts and local authorities. Cue a small army of management consultants beating a path to their doors, all claiming the answer is to tear up and rebuild public IT systems. This is the trap that awaits NHS procurement managers and finance directors. Big data is what the ICS initiative aims to leverage. But thinking of big data solutions as single platforms is a very old-fashioned way of looking at things. It’s not 1994! The problem is that no one ever gets fired for bringing in a big consultancy. It feels safe should something fail, and public sector leaders often want everything in one place. It’s a natural instinct but, in actual fact, it’s counterproductive. The goal should be to acquire best of breed software for each function, which many organisations have succeeded in doing already. Why break everything up and go through massive change management when you can glue existing systems together? This is why the right course of action is not to look unkindly on incumbent platforms and reach for the delete button. This would risk the kind of procurement disaster that litters the UK’s track record of public IT projects. It’s fair to say they’ve often overreached, driven as they are by politics as much as practicality. Big projects take too long, are normally badly specified and technology moves on by the time they’re finished (if they’re ever finished). What really unleashes economies of scale is better data analytics and you don’t need an entirely new IT system to get that. This is why, happily and for the first time in the NHS’s history, the creation of a new organisational superstructure dovetails nicely with what technology providers can deliver with a feather touch. Why does this matter? Bringing data together results in better decisions and cheaper, greener procurement. The problem is that health trusts still aren’t

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great at talking to each other. We’ve even come across instances where departments in the same building — separated by a single floor or door — are ordering the same things from different suppliers, at different prices. Only the suppliers and manufacturers benefit from this sort of siloed procurement. Purchasing at scale should be a win-win for everybody. And that includes taxpayers. They are the ultimate beneficiaries of any efficiencies that can be won. Taxpayers will feel the downstream effects of data analysis in better services, more front-line staff and shorter waiting lists. Delays in receiving care will remain a pain point for service providers and a central policy theme for politicians well into the middle of this decade. Efficiencies can free up millions of pounds to help bring them down. The number of people on an NHS waiting list for hospital treatment hit an all-time high of 6.5m in April, and the 18-week target for treatment hasn’t been met since 2016. How should procurement managers respond to the evolution of ICSs? The only thing procurement and finance officers need to do is adopt a platform that overlays what’s already there — a tool which is stored in a secure cloud and can talk to each system in the ICS family, bringing the data into one place. An all-new procurement solution that works across the three to seven trusts that typically make up each of the 42 ICSs nationwide would take decades to implement. Compare that to the four weeks it can take Elcom to install its Data Analytics for Healthcare overlay system. It hoovers up every organisation’s procurement data — no matter what P2P or finance system they’re using — and marries it seamlessly with the data harvested from every other partner organisation. Gone are the days when systems wouldn’t talk to each other and that’s what makes this possible. It’s time to make the most of it. Modern IT systems like Elcom’s are easily capable of doing this at scale, and it’s what we’ve done for the Scottish Government for the past 20 years.

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

It’s simple and quick with minimal disruption. Elcom’s software doesn’t care what the origin, format, location or number of sources is. This unintrusive and economical approach unleashes powerful data analytics, and the improved decision making that results from that flows straight back through the software staff are used to. At the coalface, they won’t notice anything has changed. What Goldilocks can teach us about procurement ICSs represent the Goldilocks zone for procurement. They’re not too big, or too small so economies of scale are worthwhile but supply chains aren’t strained by unmanageable orders. They solve, at a stroke, some of the issues that hold NHS Supply Chain back — the main one being that trusts still purchase from this central agency in small chunks rather than together, undermining any economy of scale at the outset. ICSs are an ideal size. How data analytics makes the most of the ICS revolution Win No 1 — Identifying Economies of Scale Duplicate spend is easily identifiable once you bring ICS information together. ICSs represent between 1m and 3m people each. Given they buy a lot of the same items, they must turn that to their advantage. The two key factors identified by data analytics are spend and supplier. It becomes obvious very quickly if one member of an ICS is not sourcing correctly or collaborating with colleagues across their organisation. Finding economies of scale often leads you to identifying tailspend that had been flying under the radar — it’s often the small things that add up the most. Fully taking advantage of the economies of scale available will typically result in savings of around 33% — equivalent to millions of pounds across an ICS. Win No 2 — Going direct to manufacturers You can identify where the ICS is buying at such large scale that it makes more sense to


Win No 3 — Changing the way you serve your communities IT solutions that overlay and integrate with what’s already there can still bring in lots of other useful data. For example, Elcom’s solution pulls in ONS data, from population stats to prosperity metrics. It can tell you how wealthy people are in an area that is seeing higher spend on particular medical devices, medicines or treatments. This extends to life expectancy too. This information can help trusts and local authorities alter the way they’re providing their services, or perhaps spot gaps in provision. These datapoints can also serve ICSs well long term, allowing them to benchmark socio-demographic data to measure whether changes in policy and provision have actually worked. Win No 4 — Being Responsible Buyers All organisations are under pressure to play their part in the drive to Net Zero. But other ESG considerations include local procurement and social concerns, like employment, as well. One member of an ICS may be

sourcing from a supplier that supports jobs in their area while another member may be purchasing similar items from a second company with little to no presence in the UK at all. Elcom’s system can show you how suppliers fit into the broader picture of company ownership and geography — even if they’ve been listed on current systems incorrectly, perhaps using company aliases, trading names and different addresses. Data analytics can quickly alert them to the opportunity to switch suppliers to better support the local economy. Of course, carbon impact can be measured across the ICS procurement function too. Most organisations don’t know the value of the data they’re sitting on. The ICS structure is going to change all that and procurement professionals don’t have to reinvent the wheel in order to capitalise on it. The forthcoming NHS Bill will make ICSs legal bodies, putting a spotlight on waste in the NHS and social care like never before. The practical stuff Elcom’s secure, cloud-based Data Analytics for Healthcare solution provides: A single view offering central control and oversight across ICS procurement ● Comprehensive spend data analytics with real-time KPI tracking ● Compliance tools that automate regulatory returns at departmental, organisation or ICS level ● Transparency tools that use ICS-level data to identify fraud more effectively. Fuzzy matching algorithms easily spot transactions that are suspiciously similar. L

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go direct to the manufacturer. Manufacturers use suppliers because they don’t want to deal with relatively small customers directly. But your combined size in an ICS is something to be reckoned with. Your ICS may currently be buying the same small items from 100s of different suppliers. Cutting those suppliers out and negotiating larger scale contracts for everyday items directly with the manufacturer is always going to result in huge savings.

Grant Smith Grant Smith has been COO of spend management specialist Elcom since 2019. He is responsible for the company’s global operations and has over 20 years’ experience leading and delivering IT, Supply Chain and Procurement solutions for customers throughout Europe, the Middle East and USA. He is a BCS Chartered IT Professional and an eProcurement expert recognised by the EU, World Bank and Inter-American Development Bank (IADB). You can get to know Grant better in this interview on The Procuretech Podcast.

FURTHER INFORMATION www.elcom.com

Issue 22.41 | HEALTH BUSINESS MAGAZINE

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Shading and screening and anti-ligature solutions

Yewdale are a leading manufacturer of shading and screening systems and antiligature solutions. Yewdale’s medical curtains, cubicle tracks and anti-ligature systems are used in NHS trusts and other healthcare environments across the UK. Yewdale will exhibit a range of healthcare products at the upcoming event, including new products from the YewdaleKestrel® range. These products are designed to prevent suicide and destructive activities whilst also enhancing the overall environment in which treatment is provided. In mental health environments, en-suites present a high risk of

suicide and self-harm. Yewdale has released a new en-suite door called SafeDoor 2, which is designed to prevent ligature. Hidden magnets allow the door to detach from its hinge under an excess load. The door is soft and only 9mm thick, meaning it’s flexible and poses minimal risk of injury or damage. Yewdale have also released anti-ligature artwork which utilises the same magnetic design and soft profile as their en-suite door. Any highresolution image can be printed on SafeDoor 2 and SafeArt, and Yewdale have a wide range of eye-catching images to choose from. Introducing vibrant imagery may help to create a relaxing environment that supports the treatment of those suffering from mental health conditions. L FURTHER INFORMATION www.yewdale.co.uk

ADVERTISERS INDEX The publishers accept no responsibility for errors or omissions in this free service Aimteq Solutions Limited

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FACILITIES MANAGEMENT

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Simple vaccine temperature monitoring

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Tinytag data loggers are easy-to-use, reliable devices for monitoring and validating temperatures of vaccines and pharmaceuticals in storage and transit. Designed and manufactured in the UK by Gemini Data Loggers since 1984, Tinytag data loggers have provided economical temperature monitoring solutions to the NHS and healthcare professionals for over 35 years. With a compact and portable design, Tinytag data loggers can be situated inside vaccine fridges and freezers, in cold rooms and in temperature-controlled vehicles and packaging to continuously record the

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temperatures that affect the stability of pharmaceuticals. Data loggers for vaccine monitoring include the costeffective Tinytag Talk 2 medical data logger, designed for use in vaccine fridges. The small data logger can be placed directly alongside vaccines in cold storage to precisely monitor the conditions that vaccines experience. At the end of the monitoring period, recorded data can be viewed and assessed using easy-to-use data logging software. For fuss-free, costeffective vaccine monitoring, Tinytag data loggers are the simple choice. To find out more, please contact Gemini Data Loggers or visit the website below. FURTHER INFORMATION sales@tinytag.info 01243 813000 www.geminidataloggers.com

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IFC/43/44/78


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make a £10 donation. By texting, you consent to future telephone and SMS marketing contact from British Red Cross. Text SHELTER NO to 70141 to give £10 without consenting to calls and texts.*

Keeping in touch Your support makes a life-changing difference to people in crisis. We write to our supporters to update you about the work of the British Red Cross, and how you can help and donate in other ways. You can change the way we contact you at any time by visiting redcross.org.uk/keepingintouch or calling Freephone 0800 2800 491. Privacy statement The British Red Cross is committed to privacy and will use personal data for the purpose it was collected or other legitimate purposes we tell you about: for example, to provide goods, services or information you have requested or to administer donations or services we provide. We may also analyse data we collect to better understand the people who support us or those who use or deliver our services. Sometimes this means us combining that data with information from reliable public sources. Our research allows us to tailor communications and services in a more focused and cost-effective way, as well as better meeting your needs and the needs of others like you. However, we will never do this in a way that intrudes on personal privacy and will not use your data for a purpose that conflicts with previously expressed privacy preferences. For full details about how we use personal data, our legal basis for doing so and your privacy rights, please see our privacy notice online at redcross.org.uk/privacy. The DEC Ukraine Humanitarian Appeal will support people in areas currently affected and those potentially affected in the future by the crisis. In the unlikely event that we raise more money than can be reasonably and efficiently spent, any surplus funds will be used to help us prepare for and respond to other humanitarian disasters anywhere in the world. For more information visit https://donate. redcross.org.uk/appeal/disaster-fund *Texts cost £10 +1 standard message (we receive 100%). For full T&Cs visit redcross.org.uk/mobile, must be 16+. The British Red Cross Society, incorporated by Royal Charter 1908, is a charity registered in England and Wales (220949), Scotland (SC037738), Isle of Man (0752) and Jersey (430).

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