Health Business 24.4

Powell Systems: teaming up with Health Care providers to optimise Building Energy Management Systems for over 30 years

Powell Systems will support your team to deliver your goals in reducing energy and carbon on your journey to net zero emissions.

For over thirty years, Powell Systems has worked closely with all partners in the healthcare sector to deliver optimally engineered Building Energy Management System (BEMS) and Lighting control solutions

We’ll work with you in understanding where, when and how you currently use energy, and develop a strategy for reducing your energy usage without affecting the building’s climatic conditions. An added benefit from these changes will be an increase in the life expectancy of your plant.

Whether it’s BEMS, Maintenance or Lighting controls for your next project, Powell Systems welcomes the opportunity of working with you. Visit our website for more information on the solutions we offer, or call 01689 879000 to book a consultation.

www.ecogrit.co.uk

RAPID GAMES DESIGN WORKSHOPS

A powerful, creative 1-day workshop for understanding, collaborating and rethinking.

If net zero was a game, what would it be like for healthcare?”

Or ward management? Or resource planning? Or community engagement?

By asking this question, Rapid Games Design helps groups explore complex issues by building games about them.

Designing games guides participants into rich and productive discussions, gently uncovering different perspectives so that groups can playfully learn, experiment and innovate together.

The workshops feel very engaging and inclusive, and there’s always a great creative buzz in the room.

Rapid Games Design was used by a medical device company for the annual training day for their creative team. It was amazing to see how such a fun process led to important discussions:

•How can we best position ourselves?

•What is the core of our business?

•How can we adapt to a changing business environment?

The workshop enabled different teams to come together, share perspectives and discuss new strategies in a creative way.

The day

•Warm-up exercises

•3 hours’ game design in groups of 4-8

•Sharing and discussion

Ideal for

•Training events, away days, outreach events

•Stakeholder engagement and participatory planning

•Interdisciplinary research and teaching

•Organisational change and strategy Contact us to book your Rapid Games Design workshop.

“The Rapid Games Designing workshop was one of the best I’ve ever attended.“

Ellen MacDermid, participant of the Rapid Games Design workshop on “Build Back Better” for postgraduates at Edinburgh University.

“If sustainable care was a game, what would it be like?”

www.focusgames.com

Over 1,000 more GPs to be recruited this year

The government has announced that more than 1,000 newly qualified GPs will be recruited thanks to action to remove red tape currently preventing surgeries from hiring doctors.

Currently, under a scheme known as the Additional Roles Reimbursement Scheme, primary care networks (PCNs) can claim reimbursement for the salaries (and some on costs) of 17 new roles within the multidisciplinary team – meaning more specialists are available to treat patients.

They are selected to meet the needs of the local population, but are currently prevented from using this to recruit additional GPs.

The new changes mean that newly qualified GPs can quickly be recruited into the NHS through this scheme in 2024 to 2025.

Dr Amanda Doyle, national director for primary care and community services, said it is “vital” that GPs are given the resources to manage the increase in demand after the pandemic.

She said: “Adding GPs to the scheme is something that the profession has been calling for in recent months to make it easier for practices to hire more staff – so I welcome this measure which is an important first step to increasing GP employment in the long-term.

Wes Streeting said it’s “absurd that patients can’t book appointments while GPs can’t find work.”

He added: “This government is taking immediate action to put GPs to work, so patients can get the care they need.

“This is a first step, as we begin the long-term work of shifting the focus of healthcare out of hospitals and into the community, to fix the front door to the NHS.”

HOSPITALS

Chancellor announces reset of New Hospital Programme

Chancellor Rachel Reeves has delivered a speech outlining the state of public finances, highlighting a ‘black hole’ but also offering public sector pay rises.

The government says it has uncovered a £22 billion hole in public spending.

According to Reeves, the spring budget published by the previous government did not account for all government spending for the year ahead. As well as this, future spending like infected blood compensation was not included.

Reeves has accused the previous government of not being transparent over spending across the public sector.

Reeves criticised the previous government for not giving evidence to public sector pay review bodies on affordability.

The New Hospitals Programme will be reset, with currently only six hospitals having started their main construction activity and fewer than half of the total 40 starting any kind of construction.

Social Care charging reforms are also set to save over £1 billion by the end of next year.

Reeves announced an Autumn Budget for 30 October, with a full economic and fiscal forecast from the Office for Budget Responsibility.

Concluding, Reeves said: “Mr Speaker, the inheritance from the previous government is unforgiveable. I will never do that. I will restore economic stability. I will make the tough decisions. I will fix the foundations of our economy. So we can rebuild Britain. And make every part of our country better off.”...

We know healthcare.

For over 120 years, innovation has been our inspiration, and product excellence our goal. Our expert knowledge, pioneering attitude and established partnership with Armitage Shanks have inspired our market-leading healthcare products. Our solutions are designed to meet the requirements of HBN 00-10, while suiting your individual budget and requirements.

Trusted by healthcare facilities in the UK and around the world for over 60 years.

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All Vepps Healthcare units are pre-plumbed at our manufacturing facility, meaning on site installation times are reduced by 50%.

Easy maintenance.

With lockable, hinged doors and panels, it’s quick and easy to access concealed duct space to complete ongoing maintenance work.

Guaranteed quality.

Offsite manufactured in the UK, with perfect panel and door alignment, all with a rock-solid 10 year guarantee for added peace of mind.

Healthcare compliant.

All products are HBN 00-10 Part C compliant and parts used throughout the range are WRAS listed or self-certified as compliant.

Junior doctors offered new pay rise

The government and the British Medical Association (BMA) have reached an agreement to put a new pay offer for junior doctors to members.

The BMA will recommend members accept the offer which could end 15 months of strike action.

If accepted, this offer will deliver an additional pay rise of between 3.71 per cent and 5.05 per cent, averaging 4.05 per cent, on top of their existing pay award for 2023 to 2024.

UNISON general secretary Christina McAnea said: “The NHS cannot begin to turn around its fortunes and eliminate delays unless it keeps the staff it has, and is an attractive career destination for potential recruits too. Pay and investment in the workforce is key to all that.

“This year’s wage increase is already more than a quarter of a year late. NHS staff will be pleased ministers haven’t made them wait any longer.”

She added that the pay rise cannot “be a oneoff” and that “it’ll take much more than this boost to get the NHS into a better place.”

The general secretary of the UK’s largest union said: “Patients are treated by one team in the NHS and everyone’s contribution is crucial and must be fairly valued, whether they’re doctors, cleaners, nurses, ambulance workers, porters or hospital admissions teams. The health and success of the NHS depends on each and every one of them.

“The public knows that without sufficient staff, the NHS won’t be able to deliver when they or their families need its care.”...

Majority of NHS staff support AI, finds report

More than three quarters of NHS staff (76 per cent) support the use of AI in health to help with patient care, research from the Health Foundation has found.

Over 80 per cent of NHS staff said they support its use for administrative purposes.

While the report shows a general support of AI tech in the NHS, nearly two thirds of the staff surveyed think that AI will make them feel more distant from patients.

It also found that medical and dental staff are more positive than clinical staff such as health care assistants and health care support workers.

The UK public were less likely to support the use of AI in healthcare than NHS staff, with just over half of the UK public saying they support its use in patient care.

Among the public, young people (aged 16–24 years) are less likely to believe that AI will improve care quality compared to other age groups, and women are less likely to believe that AI will improve care quality compared to men.

As well as this, over half of the public (53 per cent) think AI will make them feel more distant from health care staff.

Keeping people at the heart of research

For any stakeholders you want to reach get people focussed insights you can act on

STAFF /

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USERS / RESIDENTS / CUSTOMERS

Our experienced team of researchers provide the personal touch during your project, at every point, from designing the questionnaire through to presenting the findings and helping you get the insight that you can take action on

Fine of £6 million could be imposed following ransomware attack

The Information Commissioner’s Office (ICO) could impose a £6 million fine following a ransomware attack that disrupted NHS and social care services in August 2022.

ICO said the provider, Advanced Computer Software Group Ltd, failed to implement the necessary measures to protect the personal information of over 82,900 people.

Advanced provides IT and software services to organisations on a national scale, including the NHS and other healthcare providers, and handles people’s personal information on behalf of these organisations as their data processor.

The provisional decision to issue a fine relates to a ransomware incident in August 2022, where the ICO has provisionally found that hackers initially accessed a number of Advanced’s health and care systems via a customer account that did not have multi-factor authentication.

The data exfiltrated included phone numbers and medical records, as well as details of how to gain entry to the homes of 890 people who were receiving care at home. People impacted have been notified, and Advanced found no evidence that any data was published on the dark web.

The UK’s information commissioner John Edwards said: “This incident shows just how important it is to prioritise information security. Losing control of sensitive personal information will have been distressing for people who had no choice but to put their trust in health and care organisations.”...

Strikes Act repealed : READ MORE

Survey finds people want healthier food in hospitals: READ MORE

First retro-fitted net zero in-patient hospital announced in Manchester: READ MORE

Significant failings found at CQC: READ MORE

£1 million to tackle health inequalities in Scotland: READ MORE

£30 million to reduce Scottish waiting times: READ MORE

NURSING

New chief nursing officer for England announced

Duncan Burton has been appointed as chief nursing officer for England.

A nurse of more than 25 years, Burton was most recently deputy chief nursing officer where he led national work on the maternity and neonatal programme, workforce policies and the children and young people’s transformation programme.

Burton said: “It’s an honour to be appointed to the role of chief nursing officer for England and I look forward to working with nursing and midwifery colleagues to improve patient care and experience, improve the nation’s health, grow and develop the workforce and inspire the next generation of nursing and midwifery professionals and leaders.”

He began his career in respiratory medicine and neurology at the Royal United Hospital in Bath following completion of his nurse training at the University of Wales.

As chief nursing officer for England, Burton will lead the nursing profession as the government’s most senior advisor on nursing matters.

He held a variety of roles at University College London Hospitals including head of nursing for medicine, divisional senior nurse for emergency services, modern matron for infection and pathology, and charge nurse within the Acute Admissions Unit – before becoming their Deputy Chief Nurse...

What impact are physical records having on your Digital Transformation Strategy?

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Our new government and the NHS: what will happen?

With a Labour government in power for the first time in 14 years, many are hoping for a cash injection for the NHS. But what have they promised and what have they already delivered or underdelivered?

On 4 July, just over half of us in the UK cast a vote in the general election. Some hoped the Conservative government would continue to win over voters, but others were looking for change after 14 years of the same party. While it was the lowest turnout in a UK general election since universal suffrage according to a study from the Institute for Public Policy Research, the much-awaited final result was at the forefront of many people’s minds.

You know what happened next. Labour won by a landslide majority with 412 seats, an increase of 211 since the previous general election took place in 2019. The Conservatives suffered their biggest loss in history, and Rishi Sunak stepped down from his position as prime minister.

Replacing him, Keir Starmer took to the podium outside 10 Downing Street and said the new government “will carry the responsibility of your trust, as we rebuild our country.”

One of the key pillars the Labour Party discussed throughout their campaign was improving healthcare across the UK.

NHS wait times, staff mental health, and severe delays of medical procedures were among the issues named in their ‘Change’ manifesto. Starmer promised that these would be dealt with to build an “NHS fit for the future.”

As Wes Streeting is settling into his new role as health and social care, he has ordered an independent review of NHS performance. While we await the results of this report, we look at what promises the party made and how far they are on delivering them.

Changes to social care

In their manifesto, the Labour Party said they would look to recruit more social care workers from the UK instead of a “long-term reliance on overseas workers”. E

Labour were keen to express their desire to modernise the NHS through developments in various technologies across the service

F Since the general election, the government has announced a new Workforce Strategy for adult social care in England.

The Workforce Strategy aims to improve the quality of roles in adult social care, ensuring that the sector can attract and keep enough people with the right skills and values to provide the best possible care and support for the people who draw on it.

The Strategy includes independent modelling of three different options to improve pay: increasing compliance with the National Living Wage and paying care workers for travel time, a minimum wage for carers of the Real Living Wage or £1 or £2 above the National Living Wage - and aligning with NHS pay bands.

Professor Oonagh Smyth, CEO of charity Skills for Care, said: “A Workforce Strategy isn’t a niceto-have, it’s a must-have if we’re going to build the workforce we need for the future.

“As the prime minister noted during the election campaign, reform of social care needs to start with the workforce – so we’re looking forward to working with the government on the areas where their support will be crucial to bringing this game-changing Strategy to life.”

The manifesto also said that “Labour will work with local government to support children in care, including through kinship, foster care, and adoption, as well as strengthening regulation of the children’s social care sector.”

The Party added that they will improve data sharing across services with a single unique identifier to better support children and families.

They also said Labour will ensure the publication of regular, independent workforce planning, across health and social care.

For many people, an obvious way to combat these issues is to change how people pay for social care in England.

Under the proposals set out by the previous government, a new £86,000 cap would be introduced on the amount anyone in England would have to spend on their personal care over their lifetime.

Only money spent by a person on meeting their personal care needs would count towards the cap. Spending on daily living costs would not be included. The cap would also not apply retrospectively; costs accrued before implementation would not count towards the cap.

The legislative framework for a cap is already provided by the Care Act 2014, but the relevant provisions are not currently in force. The previous government amended the Care Act so that only money paid by an individual towards their care would count towards the cap and not any local authority contributions. However, it was criticised for punishing those with low to moderate levels of wealth with less protection than wealthier people.

On 29 July this year, the Chancellor, Rachel Reeves, announced the reforms would be cancelled. She said this was to help reduce spending in response to an inherited projected overspend of £22 billion pounds for the 2024/25 financial year. The Shadow Chancellor, Jeremy Hunt, disputed the rationale for cancelling the projects and said the decision was political rather than economic.

Sarah Woolnough, chief executive of The King’s Fund, commented that social care reform will cost money, but the initial sums can be small, and the cost of not reforming social care is people struggling to fund, or even access, the support they need.

She said: “The government now has no plan to address the core issue in adult social care – the growing mismatch between the population’s need for support and the availability of publicly funded care.”

More

developments in technology and AI

Labour were keen to express their desire to modernise the NHS through developments in various technologies across the service.

They said that a system “reliant on pagers and fax machines is not fit for this decade” let alone the next.

The King’s Fund found in a report that technology could help reduce hospital admissions, improve patient experience and outcomes, and help people with ongoing care needs to live independent lives.

To combat a lack of diagnostic scanners, the new government said they will introduce the Fit for the Future fund. This will see investment for the doubling of CT and MRI scanners in the health service to support the NHS in diagnosing diseases more quickly, with Labour commenting that “state of the art scanners with embedded AI are faster and more effective at finding small tumours, saving lives”.

Health minister Peter Kyle also announced £100 million in government funding for five new hubs to develop practical use of quantum technology in areas like medical scanners, secure communication networks, and nextgeneration positioning systems.

The hubs will be based across the UK, in Glasgow, Edinburgh, Birmingham, Oxford, and London.

They said these quantum hubs would “rebuild Britain with future-proofed cyber security systems.”

An increased use of AI also plays a big part in the government’s new plan. They cited in the

One of Wes Streeting’s first acts as health secretary was to meet BMA junior doctors committee co-chairs

manifesto that CT and MRI scanners embedded with AI are faster at catching cancer and other conditions.

The move towards a modernised health service seems to be welcomed, with more than three quarters of NHS staff supporting the use of AI to help with patient care according to research commissioned by think tank Health Foundation. Additionally, the new government plans to improve the NHS’ patient-centred app by rolling out new features for secondary care across England. This includes being able to receive notifications and messages, complete pre-consultation questionnaires and access documents relating to appointments.

Fair pay for healthcare staff

One of Wes Streeting’s first acts as health secretary was to meet BMA junior doctors committee co-chairs Dr Robert Laurenson and Dr Vivek Trivedi and discuss the nearly two-yearold pay dispute.

Later on at the end of July, the government offered junior doctors a pay rise deal of 22 per cent spread across two years.

Junior doctors in England have taken industrial action 11 times since March 2023.

In their manifesto, Labour said that “too many patients have seen their treatment affected by strikes. Labour will reset relations with NHS staff, moving away from the Conservatives’ failed approach.” M

FURTHER INFORMATION

For more, keep updated by checking in with the Health Business news site.

Post-election reflections on the new government and what this means for adult social care

Liz Jones, policy director, National Care Forum sets out some social care actions for the new government

Following the resounding majority achieved by Labour there is a sense of optimism and energy circulating through the adult social care sector. The new government has a once in a generation opportunity to create real change for people who draw on care and support or have a need to, and their families and carers.

Labour’s key ambitions during the election campaign were the building of a National Care Service and implementation of a fair pay agreement for care workers. NCF and our members, who represent a diverse range of services, have the combined expertise to help the new administration shape and implement those plans in ways that empower adults of all ages with different circumstances, to live their best lives.

While speaking at the Tony Blair Institute for Global Change ‘Future of Britain’ conference, the new secretary of state for health and social care, Wes Streeting talked of the major change in mindset that he is instilling within his department: that they were now a department for economic growth which would be working alongside the Treasury to build prosperity and not the department always asking for money. He reiterated the idea that the health of the nation and the health of the economy are inextricably linked and recognised the combined impact on economic growth that health and care can have.

The fact that social care’s contribution to economic growth has finally been acknowledged by a politician, and spoken out

loud, is worthy of celebration but Streeting went further. He explained just how crucial social care providers are to the communities they operate in, acting as anchor institutions, significant employers and key contributors to local supply chains. We have long been talking about the social care and support sector in these terms and it is refreshing to see this clearly understood by the new government. We welcome the change of language used and the acknowledgement that as significant employers, social care providers have a major contribution to make to the growth agenda.

Social care providers keep people well, help them take an active role in their communities, enable them to work if they can and stop family carers dropping out of the labour market

Long-term approach

Within their communities, social care providers keep people well, help them take an active role in their communities, enable them to work if they can and stop family carers dropping out of the labour market. Collectively, this positions them as a powerful force for economic growth that will benefit the whole country.

This shift in thinking towards a long-term strategic approach, driven by economic growth is presenting an opportunity for the whole of the health and care sector. It opens up a dialogue about investment in prevention, supporting community health services as well as social care, and reinvigorates public health approaches to achieving better health outcomes for local populations.

The rhetoric is helpful. But what of the deliverables that will actually start to tell a different story from the bleak outlook presented by the recent Association of Directors of Adult Social Services Spring Survey?

The ADASS survey showed how people’s changing needs are impacting the availability of care and support within communities. Reflecting on a difficult period of sustained pressure and demand in some parts of the health system, the survey’s findings showed that people coming forward for assessment, whether from home or hospital, have increasingly complex needs. Additionally, it is crystal clear that local authority budgets have not kept pace, meaning many people are not getting the care they need, when and where they need it.

Fair pay

One of Labour’s main manifesto promises was the introduction of a fair pay agreement for care workers. Addressing the pay of care workers is of course a welcome measure. Pay really matters; low pay contributes to chronic staffing problems which affects quality of care and the high incidence of poverty among care workers. E

F Beyond a firm commitment to establishing a fair pay agreement for care workers, there needs to be more detail on how a fair pay agreement is actually defined and negotiated and how it would work in practice for the adult social care sector. The current infrastructure does not adequately allow for holistic representation of either employers or employees, and it will be critical to address this urgently to represent the best interests of the 1.6m people who work in social care.

Fairer pay of course is not the only improvement needed for care workers, and there are many calls to move beyond that ambition and embrace the notion of a fair package. Better terms and conditions and opportunities to progress through training and development remain essential. Skills for Care recently published its social care workforce strategy which was developed in collaboration with a wide range of organisations, including NCF, representatives of our membership and people with a stake in the future of the sector.

Sustainable workforce

In it, Skills for Care sets out a clear roadmap for achieving a sustainable social care workforce equipped with the right training and skills to provide high quality care for those who need it now and in the future. It presents the new government with the immediate opportunity to take decisive and positive action which could

Low pay contributes to chronic staffing problems which affects quality of care and the high incidence of poverty among care workers

help fix the workforce crisis. Taking forward the learnings and recommendations from the wide range of providers, organisations, care workers and people who draw on care who contributed to it and turning them into a funded, long-term plan.

Using the strategy as a launchpad would clearly communicate the new government’s intention to double down on its recognition of the economic contribution of social care and amplify the ambitions set out in the launch of Skills England. Social care would prove a brilliant test case when considering how the proposed ecosystem of both central government and local government, businesses, training providers and unions could come together to upskill workers and enable them to make a valuable contribution to the government’s industrial strategy.

So, there is much to welcome now the new government is in place as well as many opportunities for both the health and care sector to provide valuable input to help transform their mission-driven ambitions into actionable plans. We want to work together with the new government to help address the immediate priorities, as well as the longer-term goals, and stand ready with our diverse membership to help transform social care. M

About the author

Liz Jones is the Policy Director of the National Care Forum, joining the organisation in May 2019. At the NCF, Liz leads the policy and research at NCF, working closely with academic partners to influence and champion members’ voices. Liz has a strong background in social policy, care and support and health and housing, with over 20 years’ experience across the civil service, local government and the charity sector, including Methodist Homes (MHA), Nottingham City Council and Manchester City Council.

www.nationalcareforum.org.uk

Modular: pushing up productivity – operating at pace

Here Richard Hipkiss, development director for the Modular and Portable Building Association (MPBA), discusses how by operating at pace, volumetric modular technology can increase capacity for healthcare businesses.

Low productivity has been a constant thorn in the side of the construction industry for decades, raising costs and adding risk and waste across project lifecycles. Efforts to improve efficiency however have proven difficult in a sector too often defined by low margins, aggressive procurement, talent shortages and uncertain work pipelines. The construction industry plays a vital role in delivering the social infrastructure that underpins UK economic activity and public

services. The longstanding challenges the sector faces are well known however, productivity growth in our construction industry is stagnant. According to government statistics, since 1997 the annual rate of improvement in productivity has been circa 21 per cent lower than the wider economy.

There are many concepts entering the construction arena creating a juxtaposition of priorities – from design for deconstruction to the circular economy. But increasing E

The new outpatient services building at King’s College Hospital, which is being constructed offsite

Advance Range

The Advance Range is a multifunctional range of seating, providing a solution for most needs within theatres and other clinical areas.

New Saddle

Saddle seats help to maintain an upright posture when seated. Feet are placed flat on the floor at a greater width than possible with conventional seating. The weight of the legs is taken through the feet, the upper body is stabilised accordingly. The pelvis is held securely in a neutral position.

Gemini Range

The Gemini Range features models with a swing around back, ideal for an operative who needs a moveable arm without having to leave the stool.

The SGEM-GT is our entry level of chair, offering a synchronised tilt facility for the seat pad and backrest. Ideal for Aneasthetists, Surgeons, Dentists and Ophthalmologists.

The speed of construction for modular buildings does not mean a drop in terms of quality or technical ability

F efficiency seems to be slipping down the agenda. Taking it back to basics, what the UK needs right now to get us back on-track, is pushing up productivity.

Data from members of the Royal Institution of Chartered Surveyors (RICS) shows that volumetric modular technology can be 50 per cent faster than onsite approaches such as brick and block, due to the more productive building method. Using cutting-edge digital design and manufacturing technology combined with the ability to carry out onsite groundworks at the same time as manufacturing modules, the efficiency benefits of this most advanced of offsite construction methods – cannot be overlooked.

Real-world example Mitigating waiting lists with modular construction

With many hospitals across the UK needing to expand their facilities and maximise bed capacity to cope with rises in patient numbers, both permanent and rental modular solutions could be the way to deliver these specialist buildings at pace.

Increasing capacity

Utilising offsite construction methods, modular buildings have the advantage of fast installation times and, due to their prefabricated nature where the majority of the project is manufactured in quality-controlled factory conditions, create far less disruption onsite than would otherwise be encountered

with traditional construction methods. This means that the hospital can continue to serve its patients with minimal impact on the wider healthcare estate.

With projects able to be completed in a matter of weeks, modular buildings can provide high quality spaces fast, ramp up capacity and ensure that the hospital is fully prepared for spike periods.

Combining compliance with fast delivery

The speed of construction for modular buildings does not mean a drop in terms of quality or technical ability. Modular units are designed with client specifications in mind, including wide corridors, high ceilings and future-forward technology such as high efficiency particulate air (HEPA) filtration and integrated building management systems to maintain an optimised internal environment.

MPBA member, Premier Modular has demonstrated the technical ability of offsite construction through the delivery of the UK’s first modular barn surgical theatre, to increase capacity at Maidstone Hospital in Kent.

Nearing completion, this project is part of a national initiative to shorten waiting lists by introducing more than 50 new surgical hubs across England. Known as the Kent and Medway Orthopaedic Centre, this surgical hub will contain three state-of-the-art operating theatres, an X-ray centre, therapy space, a recovery area, administrative space and single patient and E

The UK’s first modular barn surgical theatre, to increase capacity at Maidstone Hospital in Kent

F ‘pod’ rooms, allowing for increased number of operations for patients across Kent and Medway.

Modular building is also unique when it comes to financing, offering a range of flexible options to suit every budget.

The need for speed

An ageing population and the aftermath of the Covid-19 pandemic have all contributed to the nation’s complex health needs. Extra capacity is vital, and traditional construction methods may be too slow to keep up with this urgent demand.

To understand the power of offsite construction to increase capacity fast, take a look at the delivery times on some recent healthcare projects: North Middlesex Hospital – a rental building to expand ward capacity, delivered in 16 weeks; Dorset County Hospital NHS Foundation Trust – a 650sqm permanent facility upgrade, delivered in 20 weeks; and King’s College Hospital – a 3,450sqm, fourstorey permanent outpatient services building, delivered in just over 56 weeks.

With precision manufacturing and commitment of zero waste to landfill, modular units can additionally be recycled or refurbished and reused when they are no longer

Modular buildings are energy efficient, fully compliant with building regulations and can be tailored to meet individual requirements

required, providing circularity to benefit the environment as well as providing quality rental or permanent solutions that ensure waiting lists quickly become a thing of the past.

Smart alternative

Healthcare clients appreciate cutting-edge building techniques, particularly with the short lead times associated with modular construction. Modular buildings are energy efficient, fully compliant with building regulations and can be tailored to meet individual requirements. As a more efficient and productive alternative to traditional building methods, volumetric modular construction offers numerous benefits. Pre-constructed units provide a rapid solution to increase capacity and modular approaches generate a faster return on investment. Manufactured in controlled factories, water ingress and weather dependence are mitigated. With minimal waste and environmentally responsible construction processes, modular construction is a sustainable step towards net zero goals. Ideal for both temporary and permanent healthcare applications, modular buildings can be disassembled, relocated and refurbishments can be facilitated. Components are available E

George Eliot hospital required a new 30 bed high quality, HTM and DDA compliant ward

Image © Wernick Group

D J Hill Engineering Ltd.

F in a range of sizes and can be customised to meet exact requirements for internal fit-out and external finishes.

The MPBA and our members firmly believe that the benefits of manufactured buildings begin in the factory, continue to the construction site and last through the lifetime of the building.

Healthcare clients appreciate cutting-edge building techniques

About the MPBA

The Modular and Portable Building Association plays a key role in supporting all sections of the industry. Leading best practice principles, the association is represented on numerous committees for the benefit of members.

Many MPBA members are accredited under a number of modular building frameworks, including NHS Shared Business Services Framework, LHC, Crown Commercial Service, NHS Commercial Solutions and the Modular Buildings Framework. These frameworks help NHS trusts and other public sector clients improve the speed and cost-efficiency of procurement to support world-class patient care. M

FURTHER INFORMATION

Those involved in the procurement of healthcare facilities can gain help to quickly engage with volumetric modular manufacturers and portable building providers by emailing: mpba@mpba.biz or visiting: www.mpba.biz

SOLAR PANELS AND CLEAN ENERGY

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Shining a light on sustainability

Utilising solar energy on hospital buildings can provide a wealth of benefits, among them environmental, economic and operational

Clean energy is not a new concept in the health service. Indeed, a long time ago, the NHS pledged to become net zero and every trust has its own green plan. Installing solar panels is an affordable and simple way to boost green credentials, while at the same time causing minimum disruption.

Green credentials

Hospitals are large consumers of energy and the NHS is known to be one of the country’s biggest consumers of energy and resources. Due to its immense size, it also has a large carbon footprint. Solar panels are able to provide a renewable and clean energy source and therefore reduce a hospital’s carbon footprint. When it comes to solar power, there’s always a criticism that the sun doesn’t shine in the UK and therefore, this isn’t a reliable solution for the NHS. However, this is not the case, solar energy is renewable and abundant – not finite

like fossil fuels – providing a reliable and longterm source of energy.

Financial benefits

NHS budgets are always going to be stretched and with an ongoing energy crisis, being able to cut costs here is a big win. If a hospital can get even a proportion of its energy from on-site sources, this is an easy place to make savings. A long-term goal of energy independence will protect a hospital site from volatile energy prices and supply disruptions.

Health benefits

One of well-known mottos of healthcare is “prevention is better than cure”. Preventative healthcare reduces strain on the NHS in the long term and reduces costs. Reducing reliance on fossil fuels will improve air quality and slow the impact of climate change – improving health outcomes. E

F Installing solar panels promotes an image of stewardship and responsibility and sets an example for others to follow. They can also be used as educational opportunities in the community and promote wider engagement and awareness.

What to consider before installation

There are several things to consider before embarking on a solar panel project and it is important every installation is properly planned and costed.

Firstly, a suitable site should be identified. If this is to be a roof, as many installations are, the structural integrity and orientation of it should be properly evaluated. The site needs to be able to support the weight of solar panels and receive adequate sun exposure.

A thorough analysis of the hospital’s current energy consumption should be carried out, covering overall energy requirements and peak usage. The size of the solar panel system needed can then be determined, bearing in mind that it may not meet the hospital’s full needs at this time.

The financial implications of course need to be considered. This includes the total installation cost, including panels, inverters, mounting systems, and labour – as well as ongoing running costs.

Regulation, compliance, building and safety standards must all be taken into account.

The site needs to be able to support the weight of solar panels and receive adequate sun exposure

This includes local planning laws, industry regulations and health and safety laws. It needs to be certain that any new solar installation will fit seamlessly into the existing electrical system of the building or buildings and any need upgrades must be taken into account.

When it comes to making the switch, ensure that disruption will be minimal, this includes access to hospital areas and noise consideration. Ensure there is back up power should anything go wrong when making the final switch.

Grants

Government help is available to help with the switchover to clean energy. The Public Sector Decarbonisation Scheme provides grants for public sector bodies to fund heat decarbonisation and energy efficiency measures and supports the aim of reducing emissions from public sector buildings by 75 per cent by 2037.

In phase 3c of the scheme, County Durham and Darlington NHS Foundation Trust was awarded £665,892 to decarbonise the Cardiac Day Unit. This included the installation of air source heat pumps, solar panels, and an electric boiler.

South Tees Hospitals NHS Foundation Trust was awarded £28,431,899 for two projects to decarbonise Friarage Hospital in Northallerton and The James Cook University Hospital in

Liverpool University Hospitals NHS Foundation Trust was awarded £832,984 to support the decarbonisation of Kent Lodge

Middlesbrough. Both hospitals will get air source heat pumps and solar panels will be fitted.

Liverpool University Hospitals NHS Foundation Trust was awarded £832,984 to support the decarbonisation of Kent Lodge, a teaching facility at Broadgreen Hospital. Part of this is the installation of wind turbines and solar panels.

Manchester University NHS Foundation Trust was awarded £18,974,330 to support the decarbonisation of Trafford General Hospital and the main base for South Manchester Child and Adolescent Mental Health Service. Air source and water source heat pumps will be installed at both sites and solar panels will be fitted at Trafford General Hospital.

While it may seem daunting, installing solar panels is a very achievable way of saving costs and reducing carbon emissions. With thorough planning and consideration, solar panels will provide short and long-term benefits for any hospital that installs them. L

An Exclusive Interview with Mark Fewster, Chief Product Officer of Radar Healthcare Driving Innovation in Healthcare

In the ever-evolving landscape of healthcare technology, Radar Healthcare stands at the forefront of innovation and excellence. Committed to continuous product development and customercentric solutions, Radar Healthcare has made significant strides over the past 6-12 months.

Today, we sit down with Mark Fewster, Chief Product

Could you elaborate on the recently introduced feedback and observation event and dashboards, that constitute the new CQC Dashboards?

We are very excited to introduce our new CQC Dashboards, developed in close collaboration with our customers and in response to recent regulatory changes. These dashboards are designed to help healthcare providers effectively demonstrate their quality of care.

By integrating real-time data and intuitive analytics, users can easily monitor, report, and improve their care quality metrics, providing a clear and comprehensive view of their performance. Specifically tailored to focus on observations within the new framework and ‘we’ statements, the dashboards aggregate data from various sources, including external inputs via QR codes and modules like

Officer, to delve into the latest enhancements that underscore Radar Healthcare’s dedication to delivering unparalleled service and addressing the dynamic needs of the industry.

Mark discusses Radar Healthcare’s latest advancements, including the new CQC dashboards, PDS patient look up and DM+D look up features, and Risk Register enhancements.

Audits, Workforce Compliance, and Events.

Our CQC Dashboards enable capturing feedback, demonstrating performance to regulators, and offering a snapshot of current status at a glance. Unlike other market offerings, the feedback and observation event and dashboards provide greater visibility and insights, helping users understand their current status and identify areas for improvement. This precise focus leads to enhanced care and improved CQC scores.

Key opportunities include capturing feedback, managing observations, and ensuring easy access to evidence. The primary goal in creating the

new dashboards is to enable users to access critical data sets with just a few clicks. We believe in keeping the customer at the heart of our product design, not just for these new CQC dashboards, but for all our projects.

To watch Mark Fewster give a guided demo of the new CQC Dashboards click here. If you would like to chat to our team, please get in touch

We invite everyone to join us at HSJ’s Patient Safety Congress event on the 16th-17th of September. As headline sponsors of the congress and awards we are excited to showcase our latest innovations and discuss how we can further support healthcare providers in delivering exceptional care for the people they support.

The PDS Patient Look Up feature is one of the new developments could you explain its importance?

Certainly! The PDS Patient Look Up feature is a game-changer for our users. By connecting to the NHS Personal Demographics Service (PDS), we allow users to look up and attach patient information directly to an Event Report using an NHS number. This integration ensures that the data quality and integrity are maintained, providing accurate and comprehensive patient information. It’s a straightforward process: when reporting an event, users simply search for the patient by their NHS number and attach the relevant details, streamlining workflow and improving data accuracy.

Moving forward, is there anything else we can expect to see from Radar Healthcare?

Looking to the future, Radar Healthcare remains dedicated to developing our product in close collaboration with our partners. Our core values of innovation and customer focus drive us to continually enhance our offerings and address the industry’s evolving needs.

What is the Dictionary of Medicine and Devices (DM+D) Look Up, and how does it benefit users?

The DM+D Look Up feature is another significant enhancement we are proud to offer which integrates descriptions and codes representing medicines and devices used across the NHS. This feature allows users to attach precise and standardised information about medicines and devices to an event via the lookup function. It not only enhances data quality and integrity but also supports our compliance with LFPSE V6 standards. This integration ensures that our users have the most accurate and relevant information at their fingertips.

On our Community, we feature a suggestions box with upvoting capability. To date, 32% of all customer ideas on our forums have been implemented and a further 18% of ideas are confirmed as planned, demonstrating our commitment to customer input. By staying committed to our mission, we ensure that Radar Healthcare remains a leader in healthcare technology, providing our customers with the tools they need to succeed.

What new specific improvements have been added to the updated Risk Register?

Our upgraded Risk Register is designed to streamline processes and provide enhanced functionalities based on valuable feedback from our partners. We’ve streamlined the process for adding controls, making it more efficient and saving our user’s valuable time. Recognising the diverse risk management practices within the NHS, we’ve enhanced customisability, allowing the Risk Register to be tailored to individual needs. Additionally, the new approval step and updated dashboards for escalated risks provide improved oversight and control, ensuring thorough review and monitoring of risks.

Schedule some time with us to chat more about these new developments and how they can impact you.

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Balancing sustainability and fire safety

Dr Gavin Dunn, managing director of the FPA, highlights the intricacies of balancing sustainability goals with fire safety requirements and provides insights into potential solutions

As managing director of the FPA, I’ve observed the increasing emphasis on sustainability in the construction industry, driven by the urgent need to mitigate climate change. However, alongside this imperative, ensuring fire safety remains paramount. Integrating sustainability measures with fire safety presents multifaceted challenges, and in this article, I delve into how the construction industry is navigating this transition. I’ll explore the complexities and potential solutions, defining zero carbon in terms of fire safety, addressing challenges, and emphasising the role of fire safety professionals.

Industry response to net zero and sustainability

The transition towards net zero carbon emissions has prompted significant changes within the construction industry. While there is widespread recognition of the importance of integrating sustainability into business operations, managing associated risks, particularly in fire safety, remains a critical

concern. Collaboration across professions and proactive risk management are essential for achieving positive outcomes.

Arguably, we have been kicking the can down the road for too long when it comes to integrating and implementing sustainable and net zero carbon targets in all aspects of the built environment in response to the climate crisis. This is not something we should fight to avoid –it is important to recognise that these changes are necessary and that we simply need to get on with it. But in doing so, we have to recognise that, moving forward, we will be doing things differently: taking on new technologies and new materials and using them in different ways. The buildings and environments we work in will also be exposed to different climatic factors. As such, the rate of change and level of innovation needed to respond to the crisis as well as adapt to the degree of climate change that is now, unfortunately, inevitable means that changes are going to have to be driven more rapidly than we initially thought. E

F Zero carbon and fire safety

Navigating the definition of zero carbon within the context of fire safety involves considering competing requirements and standards. As parameters for sustainability and fire safety are determined by regulations, legislation, and stakeholders, achieving sustainability goals while ensuring fire safety necessitates careful consideration of trade-offs and collaboration across disciplines. The aim is to avoid compromising on the fundamentals: we need to be able to balance a more sustainable zero-carbon built environment alongside business operations in a way that manages risks, reduces the dangers to people and the environment, and also addresses the inherent dangers that may be found within new technologies, techniques, and materials so that they’re not inadvertently creating underlying consequences. Unsurprisingly, this presents many challenges.

As mentioned above, by different professions working together through collaboration and integrating risk management and fire prevention techniques, we can help achieve positive outcomes that provide both a safe and environmentally friendly built environment while achieving the challenging climate and sustainability goals we have set. Industry should be able to recognise the changing risks and new challenges around fire, as well as any other risks that may result. Ultimately, it is about competing and often conflicting requirements based on the various management projects in this space, for example, the multiple individual requirements for buildings to achieve the desired performance in terms of both thermal comfort and fire safety. We must understand that the use of some features to improve one particular metric may have a negative effect on others.

As such, there won’t be a one-size-fitsall solution for any given project or type of building. There will be no silver bullet or go-to solution that will meet all these requirements. What is more, utilising techniques such as balanced scorecards to assess the individual priorities, risks, and criteria for individual projects and assessing these considerations in parallel, gives an understanding of what needs to be achieved and how the different factors play into each other. This allows us to make decisions on desired outcomes whilst at the same time understanding the necessary tradeoffs between the consumer’s requirements and any inherent risks that may result. Ensuring

There won’t be a one-sizefits-all solution for any given project or type of building

this information is then passed on to the next stage of a building’s life cycle so that the building and its services can be managed accordingly is another key aspect. Thus, these are multidimensional factors that need to be addressed in parallel, requiring collaboration between individual teams working across projects over the life cycle of a building to manage safety.

Ultimately, the minimum requirements for each individual element, criteria, or project will be decided by regulations, legislation, and potentially, clients. Alternatively, insurers and funding institutions can specify requirements on any given aspect, but achieving these outcomes will require a high degree of cooperation.

Feasibility of fire safe sustainable design

While the knowledge and understanding to achieve sustainable design exist, challenges related to siloed working practices and unintended consequences persist. Single metric policies have an unfortunate history of creating unintended consequences, where fixing one problem can create others, often at the expense of the building, its occupants, and/or the environment.

What will be required is a considerable amount of innovation, collaboration, and independent testing, which are all crucial for mitigating the risks associated with new technologies and materials. Technologies and materials are

Construction materials that achieve a high energy performance play a key factor in how we go about decarbonising our buildings

not always new, but our way of using them, how they are built in, and the combination of techniques used could achieve high levels of performance and reduced environmental impact. As such, there are risks, unknown factors, and unrecognised issues that can be shared across industry, offering a far more collaborative approach to the way industry can organise and deliver buildings. Therefore, a holistic approach to sustainability and fire safety is imperative for the successful navigation of this transition.

Construction materials play a pivotal role in decarbonising the built environment. Sustainable materials such as timber offer potential benefits in terms of reducing embodied carbon and promoting energy efficiency. However, the use of these materials also presents challenges in terms of fire safety. Balancing environmental goals with fire safety requirements is essential in material selection and construction practices.

We also continue to need good research, the best testing standards, and independent testing facility infrastructure to ensure what is proposed to be built does actually perform in practice. Where there are risks, these must be well understood to enable them to be managed.

Construction materials that achieve a high energy performance play a key factor in how we go about decarbonising our buildings, but will also impact the nature of the fire risks being built into them. The materials used play an important role in two parts, firstly because buildings which operate using far lower levels of energy will aid the shift away from the use of fossil fuels and ease the demand on clean energy generation and distribution.

Construction materials also have a significant second effect through the embodied carbon associated with their production. It is no longer sufficient to only consider the operational impacts of carbon. Designers and construction professionals should be selecting from and building with materials which have a minimum carbon and environmental impact, so-called ‘embodied energy’.

In practical terms, this means many have been shifting away from materials such as traditional concrete, which is currently highly carbon intensive both in its production and transport, to more sustainable materials such as timber and other lightweight construction methods. While these materials are significantly lower in the embodied carbon produced during construction, they present a new range of risks relating to their fire performance, as well as their performance over time, which need to be managed.

Compatibility of fire safety with net zero

Net zero and fire safety are not inherently incompatible, but achieving both requires careful consideration of competing requirements. Challenges include optimising building performance without compromising safety standards and addressing the potential risks associated with new technologies.

Achieving a balance between life safety, property protection, and sustainability necessitates collaboration, innovation, and rigorous risk assessment, and integrating fire safety into all stages of a building’s lifecycle is crucial for ensuring safety and sustainability. After all, the least sustainable outcome is the loss of a building due to fire.

These highly optimised, high-performing buildings also require much greater attention E

F to design and construction to ensure the desired outcomes without any of the unintended consequences.

I do believe there is a convergence between life safety and property protection. We are already seeing this with the Building Safety Regulator and building regulations, as they increasingly use property protection methods to further life safety requirements. Ultimately, we can achieve this requirement, but it won’t be easy and requires more time, far greater design input, and assessment prior to building, as well as increased collaboration within the sector. It also puts far greater focus on the building that was designed and assessing the suitability of individual details, especially where there are deviations from the original design or when conflicts in the construction process arise. Therefore, it is important to consider the flow of information across the life cycle of the building, as the new Gateway or Golden thread systems within the building safety regulations will. By ensuring that designs are built as intended and the relevant information to operate the buildings is suitably recorded it will enable future stakeholders to make decisions over its use, maintenance, and re-use.

We are already seeing these changes occur as a result of the Building Safety Act with the same approach taken around building performance, environmental considerations, carbon emissions, and health and well- being, alongside fire and structural safety. All these processes have the potential to expand new ways of working, enabling much greater collaboration across various professions and roles over time and across the lifecycle of a building, enhancing the confidence of investors, occupants, and owners. Likewise, an established information space which has accountability should reduce the number of people cutting corners and provide information and a better understanding for us to learn lessons from.

Ironically, while all of this takes time and cost to achieve, ultimately the prize is a higher performing, lower risk building of a much higher total value over its lifecycle. By investing in buildings in this way it enables more

Fire safety professionals play a critical role in navigating the transition towards net

opportunity for innovation and productivity improvements in the supply chain. This in turn leads to higher value, better paid jobs across the sector. It will be difficult, but it is necessary, and by achieving this change in approach it will benefit everyone.

Role of fire safety professionals

Fire safety professionals play a critical role in navigating the transition towards net zero. Collaboration and integration across disciplines are essential for effectively managing fire risks in sustainable buildings. Ensuring appropriate levels of training and competency is essential for safely implementing sustainable practices as verifiable competencies and third-party accreditation are crucial for upholding safety standards. Regulatory interventions may further drive the adoption of rigorous training and certification processes.

I believe fire safety professionals as a sector must play an important part in how we help the rest of the built environment sector understand and manage the fire risks associated with their decisions, and we need to do so in a way that is much more collaborative and integrated into the wider construction and property sector. A wider understanding of fire risks will, in the longer term, not only increase profits and productivity but benefit the end user of a building.

However, skills and competency within the construction sector are sadly in short supply, often unproven and unverifiable, and can be out of date when compared to the current ways of working required for net zero technologies.

It is reasonable to expect further regulation and greater scrutiny

Thus, similarly to all professionals within the sector, we will have to move to something that is much more about proven and verifiable competence over time, backed by individuals who have the skills, experience, and relevant training. This can then be assessed and qualified via a third party and linked to some form of registration or accreditation. This revalidation of levels of competence and the maintenance of knowledge, along with interventions where necessary, will become normal practice. In other words, the sector and those professionals working within it will be operating in a way that is much more akin to other regulated professions, such as industries like aviation and medicine. Indeed, some individuals, especially those undertaking critical tasks on high-risk projects, may be directly regulated.

Likewise, it is reasonable to expect further regulation and greater scrutiny, with perhaps the mandatory requirements of accreditation by third-party certification schemes becoming routine. While these changes are challenging and will require effort, the built environment sector and the professionals within it should embrace this challenge because, as the regulator enforces the minimum standard, it allows for level competition and consequently

greater industry innovation and efficiency that allows us all to build better businesses and careers.

In conclusion, the integration of sustainability measures with fire safety in the built environment presents complex challenges that require careful consideration and collaboration across disciplines. By embracing innovation, collaboration, and rigorous risk management, the construction industry can achieve sustainable design while ensuring the safety of occupants and properties. Balancing sustainability with fire safety is achievable with proactive measures and collective effort, benefiting both the environment and public safety. M

Dr Gavin Dunn, managing director of the Fire Protection Association Gavin assumed the role of Managing Director of the FPA in 2024, having previously been Chief Executive of the Chartered Association of Building Engineers (CABE) for 6 years. He is an experienced business leader and Chartered Building Engineer with a talent for bridging technical matters with effective business management. Originally an architect, Gavin boasts a wealth of experience in the testing, inspection, and certification markets in the sectors of construction, real estate, and sustainability, both in the UK and internationally.

www.thefpa.co.uk

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Keynote speakers announced for Healthcare Estates Conference

The Conference takes place over two days, 8-9 October at the Manchester Central convention complex

The programme is organised around five themes, reflecting key challenges affecting the healthcare estates and facilities sector. The themes are digital technology and innovation, estates & facilities services, governance, assurance and compliance, strategic health and social care planning, and medical engineering and healthcare engineering.

Jacqui Rock , chief commercial officer, NHS England, will speak on the first day of the Conference. Rock leads the Commercial Directorate and works alongside NHS procurement and estates professionals to drive improvement in delivery, efficiency and value for money and to support the spread of innovation across the health system. Previous to this, as a member of the NHS Test and Trace Executive Team, she was a driving force behind

dynamic and rapid innovation and technology development in the supply chain.

Three keynotes are confirmed for the digital technology and innovation theme. The first is Prof. Grant Mills, who is professor of healthcare infrastructure delivery and Bartlett Faculty Lead for Health at UCL, where he researches advanced healthcare infrastructure delivery models, interdisciplinary design and project management. The second is Prof. Rebecca Shipley OBE, who is professor of healthcare engineering in UCL’s department of mechanical engineering and a passionate advocate for healthcare engineering and the translation of scientific discoveries into practice. The third keynote in the stream is James Blood, digital director at Stephen George + Partners (SGP), and an expert on digital transformation and Building Information Modelling (BIM). E

Auxilium Medical Services offers decontamination services for sterilisers, washer disinfectors, endoscopy washers, laboratory & pharmacy ranging from validation servicing and maintenance to weekly testing on a flexible contract / non contract basis

F The Estates and Facilities Services keynote will be delivered by Fiona Daly , who is national deputy director of estates for NHS England. As part of her role, Daly leads the NHS’s strategies, policies and national programmes to develop the NHS Estates and Facilities Workforce, and her session at the Conference will explore current & future challenges facing this 100,000-strong cohort.

As director and head of profession, NHS Estates at NHS England, Simon Corben is one of the NHS’s most senior leaders. IHEEM are delighted to welcome him back to Healthcare Estates as keynote speaker on the governance, assurance and compliance theme. Corben will be joined on stage by two leading voices from the UK’s engineering sector: Hilary Leevers , chief executive of EngineeringUK who is a strategic leader with over 15 years’ experience

of advocacy, research, funding and activities to improve STEM education and outcomes across the UK; and Prof. John Chudley , Chair of Engineering Council UK, the regulatory body for the UK engineering profession which sets and maintains internationally recognised standards of professional competence and commitment. Confirmed keynotes for the strategic health and social care planning theme are: Matt Ward, national estates strategy lead for NHS England, a strategist with a wealth of experience in transformational change, partnership reconfigurations and system wide change initiatives; and Michael Wood, head of Health Economic Partnerships, NHS Confederation, who advises NHS leaders nationally and locally on policy, strategy, partnerships and funding relating to areas such as skills and workforce, estates, innovation, population health and finance. E

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COME AND JOIN THE WHOLE TEAM AT THE HEALTHCARE ESTATES EXHIBITION IN MANCHESTER ON THE 8TH AND 9TH OCTOBER. WE WILL BE ON STAND D42 RIGHT NEXT TO THE MAIN STAGE

F IHEEM has confirmed three keynote speakers on the medical engineering and healthcare Engineering theme, which looks at the technical, specialist, and scientific challenges for the design of future medical engineering and healthcare engineering services. The first is Wayne Carr , director of estates, facilities and clinical engineering for City Hospitals Independent Commercial Enterprises (CHoICE). Carr has over 30 years’ experience of managing and delivering professional healthcare estates and facilities services in both the NHS and PFI Sectors, holding senior management roles in a number of NHS Trusts. The second keynote is Caroline Finlay, who is chief operating officer of market-leading equipment advisory services provider, MTS Health, which she co-founded following an 18-year career working directly for the NHS, mainly within EBME. The line-up is completed by Dr John Sandham, who is executive advisor to MTS Health, chairman of the EBME Expo and a recognised expert in the field of healthcare technology management, with in excess of 300 published educational articles.

Delegate Passes for the Conference are available from the event website –www.healthcare-estates.com.

Strong response to call for Awards entries

Hundreds of entries were received for the 2024 Healthcare Estates Awards, with 12 categories

available to recognise outstanding individuals, teams, products and projects in the healthcare engineering and estates management sector. The judges will now deliberate and will be looking for entries that best meet the key criteria of originality, innovation, quality of planning and execution, and delivery of desirable economic development or regeneration.

Shortlists are expected to be released in August and the winners will be announced on 8 October at the annual Healthcare Estates Awards Dinner, taking place at the iconic Kimpton Clocktower Hotel, Manchester.

Tickets for this popular evening, featuring celebrity guest speaker Kevin Keegan OBE, are available from the event website. E

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F Healthcare Estates Exhibition expands with new industry zone

The Exhibition at Healthcare Estates is free to attend (register for your free Visitor Pass on the event website) and is the place for healthcare engineering and EFM professionals of all levels to discover the products, services and information to help them meet current and future challenges.

This is already the UK’s largest dedicated exhibition for the sector, and 2024 sees further expansion with the launch of a new industry

zone on the exhibition floor: Software & Smart Hospitals. This new zone joins the established zones of design & construction, energy and sustainability, engineering and compliance, and facilities management to provide visitors with comprehensive coverage of equipment, products and services to meet current and future challenges.

Attendees to the Exhibition will be greeted by over 200 leading suppliers, covering every discipline related to designing, building, managing, and maintaining healthcare estates and facilities. To view a current list of exhibiting companies please visit the event website. As well as the wide range of exhibitors, all visitors can benefit from the “Solutions Showcase”, a programme of free-to-attend seminars delivered in each industry zone by some of the sector’s leading companies and associations. M

Why poor specification won’t wash for safe, smart water delivery

Suboptimal water delivery systems can often result in unsafe user experiences, significant costs, and lengthy downtimes, all things healthcare providers must look to avoid. David Merriman, national sales manager at Rada Controls underlines the importance of specification and the need to carefully choose the right taps, showers, and water delivery systems

With each UK hospital featuring thousands of taps, showers, and other water delivery systems, it’s imperative that architects, designers, and building developers work closely with trusted manufacturers and leverage the latest innovations to specify the most suitable products and avoid the risks that come with making the wrong choice.

Flexibility and adaptability are vital

With each hospital having differing requirements, taps, showers and water delivery systems, each must be tailored to meet the requirements for every application.

Recent research suggests that systems made of copper-based alloys, such as brass, are able to limit the transmission of pathogens and bacteria. It’s also imperative that healthcare providers utilise water delivery systems that are designed to minimise water retention to reduce the build-up of bacteria in the tap body or spout.

Durable and long-lasting products lead to less downtime

With taps and other water delivery systems often needing to withstand heavy usage

all year round, they must be designed and built to last while also being accurately tested to exceed industry standards. Otherwise, poorly manufactured products will increase expenditure on urgent repairs, lead to a poorer user experience and cause significant downtime. However, even the finest systems and products can suffer from general wear and tear or damage, especially in healthcare environments where they’re used frequently. So, easy access to affordable spare parts with continued support far beyond product obsolescence and customer support is essential to aid facilities management teams, teamed with the complete peace of mind that a manufacturer-lead preventative maintenance or in-service regime can bring. Intelligent Care is Rada’s new digital tap and the result of a design and engineering journey informed by user-led research from frontline staff, estates and infection control teams. We designed Intelligent Care from scratch with every component having been reconsidered. Our goal was simple: compliant, safer, smarter, greener water delivery systems. Intelligent Care sets new standards for how a tap can contribute to better healthcare, improving infection control, reducing water consumption, automating compliance and saving staff time and costs. With taps and showers often installed in busy hospital or health centre washrooms, specification plays a vital role in ensuring a safe and enjoyable experience for users. L

Strengthening the efficiency and effectiveness of NHS Health and Care operations

The NHS is committed to modernising – from infrastructure, securing digital assets, preparing for health emergencies and enhancing workforce skills, to deliver high-quality healthcare in the 21st century and ensure the resilience and efficiency of the NHS for future generations. NHS Shared Business Services has developed a framework agreement to give health and care teams a compliant, easy to access route to tap into expertise from leading experts for advice and support as they work towards achieving these goals

The NHS is undergoing significant transformation to address evolving healthcare demands and the challenges that come with it. And as it does, technology, workforce & skills, estate management, pandemic preparedness, becoming a net zero health system - to name just a few, are key touch points on its journey to being a modern sustainable NHS that is fit for the future and able to provide accessible and personalised care for all.

Estate management - creating more sustainable and resilient healthcare facilities to better cope with future demands

The NHS estate encompasses a wide range of facilities, including hospitals, clinics and administrative buildings. Modernising it is a critical priority. The goal is to ensure the facilities are not only fit for purpose but also set up to a standard that supports the delivery of high-quality care. This involves

Suppliers

on the procurement framework comprise small to medium sized enterprises sitting alongside well-known national firms with a global presence

refurbishing outdated buildings, investing in new technologies and designing environments that enhance patient experience and staff efficiency. The latest data from the Estates Returns Information Collection estimates it will take £11.6bn for the NHS to return its rundown buildings and equipment to a suitable condition.

Carbon net zero

The NHS has set an ambitious target to become the world’s first net zero national health service by 2040. Its strategy includes transitioning to renewable energy sources, improving energy efficiency in buildings, reducing waste and promoting sustainable transport. It is also looking to its supply chain, which significantly contributes to its carbon footprint, to adopt more sustainable practices.

Skills enhancement

A highly skilled workforce on the frontline (and the back office), is the backbone of the NHS. Continuous professional development is crucial to meet the evolving needs of patients and leverage new technologies effectively.

The NHS is investing in education and training programmes with a particular focus on digital literacy, leadership and specialised medical skills.

Addressing staff shortages through recruitment and retention strategies is also a priority ensuring the NHS can maintain a workforce capable of delivering comprehensive care.

Business

continuity and technological outages

Recent incidents like the ransomware cyberattack linked to pathology firm Synnovis, in south-east London, highlight the critical importance of business continuity planning and cyber resilience in the NHS. It caused significant outage to blood testing services, operations and appointments impacting patient care and clinical decision-making. E

Suppliers on the procurement framework comprise small to medium sized enterprises sitting alongside well-known national firms with a global presence

F Similarly, a faulty update to CrowdStrike antivirus software crashed Microsoft systems and affected the EMIS platform which many GPs use to manage appointment bookings and patient records - including sending prescriptions to pharmacies. Without a clinical IT system many health and care staff were forced to return to pen and paper to be able to serve their patients.

These events underscore the need for robust business continuity strategies to mitigate the impact of such disruptions. The NHS must ensure contingency plans are in place, including backup systems, alternative communication channels and emergency protocols to maintain service delivery during tech failures.

Earlier this year, leading corporate services provider, NHS Shared Business Services (NHS SBS) launched a new £500m Consultancy and Advisory Services for Health framework agreement

It gives the NHS and public sector a compliant, ease of access route to market for the provision and procurement of consultancy and advisory services that can help to address them.

With a particular focus on meeting the specific needs of the healthcare sector, the framework agreement provides healthcare, corporate, IT, HR and property consultancy services. It includes a specialist Lot (service type) for social value, sustainability and carbon neutrality, to support the NHS achieve carbon net zero targets by 2040, and as it works towards transformation.

Free to access, procurement teams from qualifying organisations can use this NHS Shared Business Service framework agreement to contract the services and expertise of 163 carefully selected pre-approved, best-of breed, vendors. Each has undergone a competitive and rigorous vetting process to be selected for inclusion.

Suppliers on the procurement framework comprise small to medium sized enterprises sitting alongside well-known national firms with a global presence. Their collective offers across the framework agreement’s 10 Lots span:

Business, Leadership, Management, Governance, Structure & Strategy

This lot covers a variety of business application areas including business analysis, programme & project management, business strategy, mergers & acquisitions and complex projects.

Integrated Care, Healthcare & Community Care

Provides for numerous services related to care, including demand management & forecasting, healthcare & educational needs for vulnerable people, mental healthcare and specialist outreach services.

Commercialisation, Innovation & Transformation

Encompasses intellectual property rights, product research & development, revenue optimisation, business process reengineering, disputes & mediation and workforce planning.

Communications, Engagement & Research

From advertising, digital marketing, communications management through to media management.

IT Business Consultancy

This includes services related to Information and Communication Technology requirements planning, data capture & use, disaster recovery planning and IT security.

Finance and Procurement

Covers the provision of services in many areas, including actuarial services, asset financial management, cash management, corporate restructuring, taxation advisory and debt management.

HR, Employment, Skills, and Training

HR-related services such as pensions & actuarial advice, dispute management, HR policy, organisation structure, workforce strategy, training and cultural transformation.

Disease Outbreaks – Endemics, Epidemics and Pandemics

Provides for a range of disease management services that include communications, outbreak investigation, health surveys, population health research and disease-related research and development.

Social Value, Sustainability and Carbon Neutrality

For services related to carbon emissions analysis, impact assessments, Net Zero, social value & sustainability procurement, supply chain sustainability and related training.

Property

Relates to property acquisitions, disposals & lettings, capital asset strategy, property consultancy and valuation services.

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

The direct award route allows the purchaser to award a contract directly to a supplier, enabling them to obtain goods and services at speed.

The further competition process (also called mini-competition) enables procuring parties to ask awarded suppliers to submit project specific proposals and costings, which inform the selection of the most appropriate products and services to drive further efficiencies.

NHS Shared Business Services can undertake further competitions, running the end-to-

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

end process for both individual and multiple provider organisations and also provide subject matter expert advice.

It also offers Combined Framework Agreement Solutions, grouping framework agreements from its four core categories –Business Services, Construction and Estates, Digital & IT and Health that together, support health and care organisations to achieve key NHS targets and objectives. Examples include Digital Transformation for Better Patient Outcomes, Elective Recovery and Futureproofing Estates and Infrastructure. M

FURTHER INFORMATION

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

Pest control’s role in protecting patients and staff

The distress, disease and destruction caused by pests should be a key consideration in healthcare settings, says Natalie Bungay, technical manager at British Pest Control Association

There are many reasons we control pests. Apart from the distress of an unwanted visitor, some species pose a very real risk in terms of zoonotic disease, contamination and damage to property.

In healthcare settings, understanding the potential dangers of a pest infestation is vital to protecting both patients and staff.

Managers of healthcare estates can also benefit from insight into which species are considered to be pests when they come into conflict with human activities, as well as the specific risks they pose.

Bed bugs

Little hitchhikers that can be transported into a building on clothes and luggage, bed bugs are most often found in premises with a high volume of people moving into and around the building.

Once deposited in a new environment with favourable conditions, they will hide in and around beds and mattresses, as well as creeping into crevices in the surrounding furniture, behind skirting boards and even into plug sockets, where they will wait until signals such as heat and CO2 from human exhalation indicate a potential food source is in the vicinity.

Bed bugs live on human or animal blood and will come out at night to feed on sleeping humans, leaving bites that can become itchy and swollen.

While they can harbour various pathogens, transmission to humans via bed bug bites has not been proven and is believed to be unlikely.

Bed bugs tend to thrive during the warmer months of the year. During extreme cold they will reduce their activity to a minimum and can survive for up to a year without feeding.

However, temperature-controlled buildings give them a place to thrive year-round without the need for dormancy.

Birds

British birds, their eggs and nests are all protected under the Wildlife and Countryside Act 1981, and as such should not be disturbed unless certain criteria are met, in which case an appropriate person who carries the required licences should be the first port of call.

Wild birds such as gulls and feral pigeons can become a problem for large buildings such as hospitals and health centres which may offer

Bird prevention, proofing and control is a highly specialised area requiring specific equipment and techniques

sheltered nesting sites that are difficult for humans to access.

Nests can clog gutters or chimneys, potentially leading to water overflows or issues with carbon monoxide, as well as bringing a risk of secondary infestation from bird mites, ticks, fleas and beetles.

During mating season, gulls can become aggressive and have been known to launch unprovoked attacks on people.

With wingspans of around a metre and weighing around 1kg, gulls are large, heavy birds that live for 25 to 30 years.

An attack can be a frightening experience –especially if the gull draws blood, which has been known to happen.

Meanwhile, pigeons can carry more than 110 pathogens including ornithosis, Listeria and e-coli which can be transmitted to people.

Their droppings, when dry, can become airborne in small particles which, in some cases, can cause respiratory complaints such as psittacosis.

Droppings can also be a slip risk and are acidic, which means they can corrode or erode metals, stonework or brickwork. E

Pharaoh ants can be difficult to control and eradicate due to their ability to split the colony

F Bird prevention, proofing and control is a highly specialised area requiring specific equipment and techniques.

Pest professionals are required to try all reasonably practicable non-lethal methods before they consider lethal control.

Cockroaches

Often found around the heating ducts and boiler rooms of large centrally heated buildings as well as around pipes, stoves, sinks and humid areas such as bathrooms and laundry areas, cockroaches are a direct health risk to people. As vectors of disease, they are known to carry the organisms which cause food poisoning in humans and other bacteria including salmonella, staphylococcus and streptococcus. They move from sewers and drains into buildings, where they will contaminate whatever they come into contact with while foraging for water and food. They drop faeces as they go and also disgorge portions of partially digested food as they move around.

Pharaoh ants

A small tropical ant species that can a particular problem in hospitals, pharaoh ants thrive in large centrally heated buildings.

Common areas to see pharaoh ants are around ovens or other machinery that gives off plenty of heat, although in warmer buildings they can be found in a variety of locations, with nests often discovered in wall cavities or ceiling voids.

Pharaoh ants can be difficult to control and eradicate due to their ability to split the colony – a defensive mechanism known as ‘budding’ – with smaller ‘satellite’ colonies spreading to different areas of the building.

There have been reports of these ants in hospitals and – worryingly – within sterile surgical equipment.

Rats and mice

Rats and mice share many behaviours that cause problems for people, including a tendency to seek shelter indoors in the winter. Both can squeeze through small gaps (around 6mm for mice and 12mm for rats), and both have rapid breeding cycles that can result in a sizeable population in a short period of time.

Rats and mice need to gnaw to maintain their teeth, and both can chew through wood, stone and metal, with some instances of floods caused by damaged plumbing and fires caused by damaged power cables attributed to rodent activity.

As well as carrying bacteria on their bodies and feet, rats urinate wherever they go and mice mark their territory with urine, putting people at risk of food poisoning as most rodents will seek out a food source such as a kitchen cupboard or pantry.

Rats can spread illnesses including Weil’s disease, Salmonella, Listeria, Toxoplasma gondii and Hantavirus.

There are also differences between the species that affect the methods needed to deal with an infestation.

Mice will often take a tiny amount from a variety of food sources, making them more difficult to control with a toxic bait, whereas rats will happily gorge on one food source.

Property owners have a legal obligation under the Prevention of Damage by Pests Act 1949 to keep premises rodent-free and facilities such as hospitals where food is prepared and served, also have obligations to be pest-free under the Food Safety Act 1990.

Pest prevention

BPCA always recommends taking a ‘prevention rather than cure’ approach to pest control, as

BPCA always recommends taking a ‘prevention rather than cure’ approach to pest control

deterring pests is often more effective and less costly than tackling an established infestation.

Cleaning staff who have undergone pest awareness training are an invaluable first line of defence against infestations and can play a vital role in reporting any indications a pest is present.

An online course – Pest Awareness for Cleaning Operatives – is provided by BPCA and details can be found at: bpca.org.uk/training .

A pest control maintenance cycle comprising regular visits to survey for signs of particular pests will also help to identify infestations early and ensure steps are taken to contain and control the issue as quickly, effectively and safely as possible.

BPCA members are trained, experienced professionals with access to a range of specialist products not available to the public, as well as being regularly assessed to the British Standard in Pest Management BS EN 16636.

BPCA members are also endorsed by the Government via the TrustMark quality scheme. M

To find a professional pest controller visit bpca.org.uk/find

The need for pest control contracts in medical premises

Inoculand explores the dangers of pests in healthcare settings and what can be done to ensure patient safety at all times

A proactive pest control contract is a critical necessity for medical premises, including clinics, and long-term care facilities, that are particularly vulnerable to pest infestations due to their complex infrastructure and high human traffic. Having a pest control contract is not just a precaution; it ensures a safe, hygienic, and compliant healthcare environment.

Ensuring patient safety and health

The essence of any medical facility is to safeguard patient health. Pests such as rodents, insects, and birds can carry pathogens that pose significant health risks. A pest control contract ensures regular monitoring and immediate response to any pest sightings. This proactive approach minimises the risk of contamination and infection, thus protecting the health of patients and maintaining the integrity of the care provided.

Medical premises must adhere to strict hygiene and safety standards set by health authorities. A comprehensive pest control contract ensures that all necessary measures are in place to meet and exceed these regulatory requirements. Regular inspections will also ensure the early detection of any pest activity and prevent any escalation into established infestations.

The benefits of a pest control contract

Each medical premises is unique. We will develop a custom plan that addresses

the specific challenges encountered. We use safe and effective treatments that are suitable for healthcare surroundings in a way that minimises risk to patients, staff, and the environment. And in the event of an unexpected pest sighting, we would ensure that any issues are addressed promptly and effectively, minimising disruption to the surgery’s operations.

We offer customisable integrated pest management (IPM) strategies tailored to the specific needs of healthcare settings including non-toxic treatments, and detailed documentation for regulatory compliance. We review regularly the pest control contract to ensure it remains effective and adjust it as needed based on any changes in the surgery’s operations or pest activity.

The incidence of fruit flies in nursing homes

Managing fruit flies in nursing homes is a growing concern. These pests are attracted to overripe fruits, food waste, and organic matter, which are often found in communal dining areas and kitchens. Fruit flies not only cause discomfort but can also contribute to the spread of bacteria and diseases, compromising the health of elderly residents with weakened immune systems.

This can easily be exacerbated when some vulnerable residents have poor sanitation, improper food storage, and inadequate waste

disposal practices, thus leading to infestations. Effective pest control measures can help mitigate this issue ensuring a healthier and safer environment for nursing home residents.

The challenge of mouse activity in GP surgeries

Numerous surgeries have reported sightings of mice, droppings, and gnawed materials, indicating active infestations. The presence of mice in healthcare settings not only poses a direct health risk but also trigger the need for stringent sanitation protocols that are essential to mitigate these infestations.

Regular inspections, prompt reporting of sightings, and professional pest management services can help maintain a safe and hygienic environment in GP surgeries. But mouse proofing GP surgeries can effectively reduce infestations by sealing entry points, maintaining cleanliness, and storing food securely.

Clinics and hospitals hitting the news

News outlets occasionally report on rat infestations in the context of hospital or clinics. They often come from a failed public health inspection, reports of infestations, or incidents where the presence of rats has had a direct impact on patients or medical staff. But they do not address why the rat infestation was not effectively tackled.

Rats are mostly nocturnal and can leave only very subtle signs that are easily overlooked by an untrained eye. Inadequate monitoring

and maintenance can allow rats to build up unnoticed. Moreover, the complexity of such environments can only add to the difficulty. Still, such incidence could often be avoided by simply implementing expert pest control measures, frequent routine visits, and disposing of waste efficiently.

Protecting the facility’s reputation

In an age of social media and online reviews, the reputation of a medical facility can be severely impacted. Patients and visitors expect a clean, safe, and hygienic environment when they enter a healthcare facility. The presence of pests not only undermines this expectation but can lead to negative publicity and a loss of trust.

Pest control should be part of a broader hygiene and safety program. Regular cleaning, proper waste management, and maintenance of the facility are all critical components of an effective pest control strategy. A pest control contract is, in fact, a cost-effective solution in the long run. Dealing with a pest infestation reactively would be far more expensive than preventive measures.

Having a pest control contract in place is not just a regulatory formality but a crucial component of maintaining a safe, hygienic, and reputable medical facility. M

FURTHER INFORMATION

To find out more or get a quote, visit : inoculandpestcontrol.co.uk Tel. 0203 405 5000 info@inoculandpestcontrol.co.uk

Hydrosense PRO

The world’s first ultra-rapid test to detect all the Legionella pneumophila serogroups 1-15

Benefits

• The worlds fastest on-site Legionella test.

• Delivers test results in 25 minutes.

• Detects Legionella pneumophila serogroups 1-15, which account for over 97%* of Legionnaires’ disease cases.

• Detects dangerous VBNC Legionella, something lab culture cannot. (Viable but Non-Culturable)

• Anyone can carry out the tests with minimal training.

• Gives real-time results – you don’t have to wait weeks for lab reports.

The risk from Legionella in healthcare settings

The Legionella Control Association (LCA) looks at how Legionella can require different actions in healthcare settings

Legionnaires’ disease is a potentially fatal illness that can affect anybody. As a healthcareacquired infection, it has approximately three times the mortality rate compared to a community-acquired infection. In healthcare settings, there are usually enhanced control measures when compared to other buildings. In this article we will explore some of these, but it is a specialist subject and those involved in legionella control in healthcare must be suitably experienced and competent.

Why healthcare?

People in a healthcare settings are generally more vulnerable to all types of infections. This may be because their illness makes them more susceptible, or their treatment may suppress their immune system. In some cases, illness or treatment may make their immune system very weak and the patient particularly prone to infection. These patients are typically treated in healthcare settings we call ‘augmented care’. Legionnaires’ disease in the general population mortality rate is 10-12 per cent. In healthcare settings the mortality rate can be >30 per cent, making Legionnaires’ disease a significant healthcare acquired infection.

Putting this in overall context, there are many more deaths from other infections in hospitals

than there are from Legionella, but Legionella remains an important waterborne pathogen that must be managed

Overview

Legionnaires’ disease is a potentially fatal type of pneumonia, a bacterial lung infection. The disease is contracted from bacteria of the genus Legionella, within a water-based aerosol, entering the lungs. Exposure is generally preventable if water systems are properly maintained. There are legal implications where there are failures to control this risk.

Legionella growth is considered a risk regardless of the strain or species of Legionella. Those responsible for healthcare buildings have a legal duty to control the risk.

The most recent data from PHE records 503 clinically diagnosed cases of Legionnaires’ Disease in England in 2019. It is estimated that there are around 6,000-9,000 undiagnosed cases each year in the UK.

Legionella proliferation

There are fundamental principles that reduce the risk of Legionella growth in water: avoid Legionella growth temperatures (20-45o C); avoid stagnation so Legionella doesn’t have time to grow; avoid materials of construction E

F that will support growth; control the release of water spray to minimise transmission risk; keep the system and the water in it clean so nutrients for Legionella are minimised; use water treatment techniques, particularly where any of the above cannot be controlled; and maintain the system properly.

These principles form the basis of the requirements of HSE’s Approved Code of Practice for the control of Legionella in water systems and HTM0401 – the health technical memoranda for Legionella control.

Legionella & the law

The Law applicable to Legionella control in most settings is the Health and Safety at Work Act (HASWA), but in healthcare the Health and Social Care Act (HSCA) takes precedence for patient aspects. All regulated healthcare activity must be registered with the Care Quality Commission under HSCA.

HASWA describes the responsibility of an employer to protect their employees and any other stakeholders from risks that may arise from their undertaking.

HSCA regulation 12(2)(h) and regulation 15 contain the principles for legionella control: 12(2)(h) - risks of infection must be assessed, prevented, detected and controlled, including those that are health care associated; and 15 - facilities must be clean, secure, suitable, properly used, properly maintained and appropriately located.

There are fundamental principles that reduce the risk of Legionella growth in water

Enforcement in healthcare premises where the patient is involved is the responsibility of the CQC under a memorandum of understanding between HSE and CQC. Where staff or other third parties are involved, the HSE lead enforcement action.

Different types of healthcare buildings

Healthcare buildings are defined in HTM0401 as anywhere where healthcare is delivered. This is a very loose definition and covers a wide range of risk levels. Healthcare settings in general tend to be higher risk environments for waterborne pathogens such as Legionella for two reasons: they tend to have complex and extensive water systems and patients are more susceptible.

These two factors are not fixed and will vary from building to building. e.g. a doctor’s surgery may have small and relatively simple water systems, but large hospital will often be very complex and involve systems that require careful monitoring, such as recirculating hot water. Oncology patients will generally have greater susceptibility compared to musculoskeletal patients.

Risk assessment

Healthcare premises must have a Legionella risk assessment. This identifies risks associated with water systems and includes recommendations for elimination or substitution of the risk and for control scheme or water safety plan tasks to mitigate residual risk. Risk assessment must be specific to water systems; with consideration given to the susceptibility of individuals who may be exposed. In healthcare settings, Legionella risk assessment is likely to be only part of a wider suite of risk assessments for all water based hazards.

Water safety groups, water safety plans and control measures

Any risk that is present needs to be controlled to an acceptable level. The HSE uses the term as low as reasonably practicable (ALARP), and this is the target level of risk. Legionella control measures usually include maintaining temperature, use of water treatment, flushing and physical control.

In healthcare settings it is usual to have a water safety group (WSG). The WSG is a multidisciplinary group formed to oversee the commissioning, development, implementation and review of a water safety plan (WSP). The aim of the WSG is to ensure the safety of all water used by patients/ residents, staff and visitors, to minimise the risk of infection associated with waterborne pathogens. WSGs include stakeholders from estates, infection control, medical microbiology, nursing, augmented care, housekeeping/support services, specialist users of water (such as renal units), etc. There may also be an Authorising Engineer/independent adviser to provide external competent technical advice. Healthcare organisations should have a WSP, which is a holistic safety plan for all water hazards. This will usually incorporate all the various water based risk assessments (including Legionella) and their control measures. Where risk mitigation measures have conflicting outputs, they should be resolved as part of the holistic plan. e.g. measures to mitigate scalding risk can compromise measures to mitigate microbiological risk.

Positive Legionella results

In many healthcare settings, routine Legionella samples are included in the WSP. This is because the occupants have been identified in the risk assessment as a population more susceptible to legionnaires’ disease. There is detailed specific advice within HTM0401 part B on response to positive legionella samples.

Any risk that is present needs to be controlled to an acceptable level

Legionella Control Association (LCA)

The LCA Code of Conduct is highlighted in ACoP L8 (Paragraph 83) as guidance to what standards service users should expect. A voluntary membership with around 400 Members, LCA registered companies are specialists in Legionella Control.

The LCA audit members’ work to the LCA service delivery standards. Legionella risk assessment in healthcare settings is a specific subcategory for this auditing. Training and competence of those involved in service delivery is scrutinised and deficiencies must be addressed.

Summary

Legionnaires’ disease is potentially fatal but preventable. Dutyholders in healthcare premises have a legal duty to ensure risks are identified and controlled. Legionella prosecutions can result in large fines and custodial sentences, and it is not necessary for there to be a death or case of disease for a successful prosecution. M

FURTHER INFORMATION

www.legionellacontrol.org.uk

Antimicr bial PLUS Hospital Curtains

Infection Prevention 2024

The Infection Prevention Society’s Annual Conference, Infection Prevention 2024 is taking place at the ICC, Birmingham from the 23 – 25 September

This world-leading event features an innovative scientific programme led by international and national experts in infection prevention. The conference highlights include: Inspiring scientific programme covering infection prevention in all aspects of care from national & international expert speakers; Largest UK infection prevention exhibition; Call for abstracts: Posters and oral presentations; Networking opportunities; Flexible registration packages; and engaging social programme.

The programme

IP2024 features a three-day inspiring scientific programme covering infection prevention in all

aspects of care. Sixty national & international expert speakers will discuss the following key topics: Leadership, water, fundamentals of IPC, surgical site, estates & decontamination, antimicrobial resistance and sustainability.

The keynote speakers at IP2024 Professor Jack Gilbert will open conference with this year’s Ayliffe Lecture “Precision Microbiome Medicine”. Dr Mark Garvey will deliver the Tina Bradley Lecture, with Tracey Cooper delivering the Cottrell Lecture “Bouncing back - resilience in infection prevention and control”. E

Prevent everyday wear and tear with Yeoman Shield’s extensive range of easy-clean, wall and door protection.

Our attractive, maintenance free, hygienic products protect healthcare environments from costly impact damage, making repainting and repair a thing of the past.

Blending with decors, and available in primary dementia-friendly colours, our designs can include signage, to promote the well-being of patients and aid wayfinding.

For more information call 0113 279 5854 or email info@yeomanshield.com

F Exhibition and Sponsorship

The IPS annual conference showcases the largest infection prevention exhibition in the UK and it is expected to attract over 500 professionals in this field.

The IPS exhibition hall is dedicated to infection prevention, showcasing innovative products and services from about 70 companies. Attendees enjoy exclusive exhibition hours each day to learn about new science, technologies, advances, and products that provide solutions to infection prevention challenges and strengthen infection prevention programmes. Hear what last year’s attendees though of the exhibition:

“I enjoyed the opportunity to review new and innovative products as well as review products that may have changed/become available from different companies.”

“A great variety of exhibitors - suitable for all audiences and backgrounds.”

“Mystery Tours were great.”

Interested in exhibiting?

Collect quality leads from dedicated infection prevention and control professionals who are passionate about learning and improving

their facilities with your products. IPS provides complimentary refreshments and lunch in the hall for attendees, so they don’t have to leave the convention centre. This allows them to maximise their time spent with exhibitors.

To find out more about the opportunities to exhibit and sponsor please get in touch with Mike Donaldson, Sponsorship Manager, Fitwise Management Ltd by emailing Michael.donaldson@fitwise.co.uk, calling +44 (0) 7522 574035 or visiting https://ip2024conference.com/exhibition

A full list of exhibitors can be found here .

The social events

Enhance your conference experience with our engaging social events! Enjoy the Networking Night where you can network with peers and experts in a relaxed setting while celebrating advancements in infection prevention.

Networking Night

This year’s conference Networking Night is taking place on Monday 23 September at the BOX Brindley place, which is only a three-minute walk from the The International Convention Centre (ICC). E

F The evening provides an opportunity to socialise with fellow attendees in a relaxed setting. With exclusive access of the venue, the rooms will be set up with a range of activities to cater for everyone’s preferences.

Tickets are free for all conference attendees, and the evening includes a welcome drink from 7pm followed by bandeoke, shuffle boards and a quiz until late.

Conference Dinner and Awards Ceremony

This year’s Conference Dinner and Awards Ceremony will be held on Tuesday 24 September at the BCEC located in the heart of Birmingham’s city centre, a 15-minute walk from the Conference Centre.

The evening provides an opportunity for the conference attendees to enjoy quality food

and entertainment, while networking with likeminded professionals and industry partners.

Tickets are £50 per person, and the evening includes a welcome reception at 7.00pm followed by a three-course dinner and DJ.

View the full list of social events here .

The venue

The ICC in Birmingham is a top-tier conference venue owned and operated by the NEC Group. Adjacent to Centenary Square, it integrates Symphony Hall and overlooks Birmingham’s picturesque canals. Our strategically located venue, coupled with unparalleled transport connectivity, ensures that your journey to the ICC is efficient and comfortable.

Don’t just take our word for it

This is what last year’s attendees thought of conference. 93 per cent of delegates rated the sessions as Good or Excellent. The same amount

of delegates rated their overall conference experience as Good or Excellent, too.

Some of the delegates said:

“Such thought-provoking sessions which were not only informative but incredibly well delivered.”

“Good mix of topics, quality of speakers and lengths of time.”

“Brilliant programme with a range of speakers, topics, and activities”

“All of the sessions .were well delivered and well presented.” M

The Infection Prevention Society (IPS) represents 2,300 members working in the field of infection prevention and control, and plays a key role in helping to protect the public. Its vision is to be a leading influence on IPC practice at a local, national and international level by 2024.

Behind the scenes in hospital parking

Sarah Greenslade, content and research manager at the British Parking Association looks at some of the top issues in hospital parking at the moment

New Government, new priorities?

Before taking a deep dive into some basics of good hospital parking management, let’s reflect on having a new government. Unlike the previous government, it chose to stay clear of mentioning hospital parking in its manifesto. It may well have looked at Scotland and Wales and seen the chaotic impact of free hospital parking there. Or noted Northern Ireland’s recent U-turn on making it free. And in a response to the first parliamentary question on NHS staff parking, minister of state at the Department of Health and Social Care, Karin Smyth has said ‘there are no plans to abolish parking charges for National Health Service staff.’

Hopefully progress can now be made on policy areas in abeyance. For example, that ministers will see the wider context outside the ‘four virtual walls’ of trust car parks. Refocus on sustainable transport planning and invest in technology to improve the parking experience.

Safety, accessibility and staff welfare

Demand for parking spaces may outstrip supply at nearly all trusts, however there are some

essential basics that need to be in place. This is a behind the scenes look into three; safety, accessibility, and parking staff welfare, all of which underpin good parking management.

Disabled parking

At a recent British Parking Association (BPA) workshop for trust parking and transport members Kerry Wheat, chair of the BPA Healthcare Group and head of security and car parking at Manchester University NHS Foundation Trust, asked attendees three questions: 1. What are your biggest challenges and projects? 2. What are your plans for the next 12 months? and 3. What are the gaps in your wider understanding of parking?

Disabled parking and Blue Badges were raised for all three. Specifically, Blue Badge control and fraud, trialling Blue Badge schemes and understanding the national and regional guidance on disabled parking.

Wheat says: “This came as no surprise. We have seen a big increase in applications for disabled parking, mostly from staff at our trust. The added challenge we have is that new buildings tend to be built close to the existing buildings, impacting the number of disabled parking bays. It is so important we fulfil our

This increase in demand for disabled parking reflects the rise in blue badge applications to local authorities

obligations in providing disabled parking, so we will work closely with our estates colleagues and boards to ensure this.” Wheat has now set up a BPA working group to create a muchneeded user guide on managing disabled parking.

Phil Whale, security and car parking manager at Northern Lincolnshire and Goole NHS Foundation Trust says: “The trust has over 25,000 Blue Badge registrations and we are processing between 700-800 a month. We used to allow up to five cars to be registered against each Blue Badge but reduced this to one when we had one case where all five cars were on site.”

Blue Badge scheme

This increase in demand for disabled parking reflects the rise in blue badge applications E

The weekly newsletters include reminders for staff in non-patient care roles to use the free staff Park & Ride and shuttle bus services

F to local authorities. Last year it rose by six percent to 2.6 million. The Disabled Motoring UK (DMUK), a charity that represents disabled motorists is concerned at the lack of oversight on the abuse and misuse of blue badges. It points out that in the last two years the Department for Transport has not published the Blue Badge prosecutions and only a few local authorities investigate and prosecute for blue badge fraud. This perfect storm threatens the integrity of the Blue Badge scheme itself.

Blue Badge fraud

Trusts are welcome to join the National Blue Badge Day of Action. This initiative started by Tom Gallagher, deputy head of parking at the London Borough of Lambeth, started three years ago to tackle Blue Badge fraud. This May 142 councils inspected 202,000 vehicles and 10,000 badges, detecting 423 offences. If trusts worked with their local authority to help enforce blue badges and educate motorists to respect disabled bays, it would improve the lives of genuine blue badge holders.

Accessible parking accreditation

Reducing Blue Badge fraud and misuse also helps the integrity of a UK-wide accessible and inclusive parking and EV charging accreditation. Last year the Disabled Motoring UK and the BPA launched Park Access, and now 1,000 car parks have the award. These car parks along with those that have Park Mark accreditation are audited by BPA area managers and form part of the Safer Parking Scheme. Currently 40 trusts hold 300 Park Mark awards between them, signalling to their car park users that safety and security is taken seriously.

Staff welfare

Marc Yearling, travel plan coordinator at East Suffolk and North Essex NHS Foundation Trust says “Our parking problems have more or less stemmed from [parking] capacity issues. But recently our parking attendants have been receiving quite a lot of abuse.”

With nothing in particular changing with the trust’s parking arrangements, Yearling is at a loss to understand why, “The abuse has got far, far worse. The compliance of people parking on site, the kindness - all seems to be going out the window and it’s the Band 2 parking attendants taking the flack. The majority of complaints on people’s conduct is staff.”

Given this, Yearling is happy to report ways the trust is helping staff on early and later shifts by adjusting the barrier-controlled staff car park opening times.

“The entry barrier to a late shift car park is now closed between 6.30am and 9.30am, giving staff arriving for work after 9.30am, a better chance of finding a space. Similarly, an early shift staff car park is now open half an hour earlier from 6:30am, which avoids staff queuing before 7am. The trust’s communications department has been helpful too. The weekly newsletters include reminders for staff in non-patient care roles to use the free staff Park & Ride and shuttle bus services. And remind everyone that the trust’s parking attendants are colleagues, and that the parking rules are in place to manage demand.” Yearling is hopeful colleagues’ behaviour will improve acknowledging that “The parking staff are doing a difficult job under difficult circumstances.”

Sadly a recent BPA member survey into the abuse of parking staff revealed the scale and seriousness of it is widespread. The majority of the survey’s 22 organisations and 77 individual respondents were ‘very concerned about abuse levels’ against their staff/themselves. The BPA has created new resources to help address this. There is now also better protection by law for all public facing workers who are assaulted under the Police, Crime, Sentencing and Courts Act 2022 , which few people are aware of.

Safety and security

Whale at North Lincolnshire and Goole NHS Foundation Trust, lists an array of security measures it has in place from new CCTV, at least

The DfT’s National Parking Platform (NPP), is on track to go national this year

10 patrols a day (six of which are at night), help buttons and car parks that have Park Mark and Park Access. Whale says “Bike theft continues to be an issue so we’re experimenting with attaching labels to bikes, a bit like luggage labels, to raise security awareness. It tells the owner that it is inadequately secured, causing an obstruction, or abandoned, and to contact security otherwise it will be removed in 14 days. We’re also building up a good working relationship with Humberside police. Community officers come on-site regularly and have their own hot desk to use but disappointingly we’re finding the police responses can vary hugely in emergencies.”

An enthusiastic biker himself, Whale is keen to point out it has just invested in more dedicated secure motorcycle bays.

Ultimately getting parking; safety, accessibility and staff welfare right, requires everyone to be respectful of each other, to observe the parking rules and for Blue Badges holders to use them properly.

What’s new in parking?

The DfT’s National Parking Platform (NPP), is on track to go national this year. Customers parking have already clocked up ten million transactions in the participating local authorities. It brings together public and private parking operators, parking apps, enforcement agencies and equipment suppliers, making parking easier to manage for landowners and paying customers. Solving the problem of having to download multiple parking apps. In future, NHS trusts will be able to join too.

New Parking Code of Practice

Any trust that manages its parking through a private operator needs to be aware it will be adopting a new Code of Practice by October 2024. The Code, published in June by the BPA and the International Parking Community (IPC) serves to raise standards and transparency. It includes an Appeals Charter, mandates a 10-minute grace period and clear parking signage. L

What does the new government’s Digital Information and Smart Data Bill mean for Health Services?

How new legislation and digital wallets will transform healthcare through data-driven solutions

Healthcare services are facing significant financial pressures alongside increasing public expectations for digital services. The Digital Information and Smart Data Bill will provide new opportunities to address these challenges by leveraging private sector innovation to streamline public sector processes. Although much of the technology is already available and being developed by the private sector, the Bill will establish policies to uphold standards, fostering trust and confidence in solutions that benefit all stakeholders. According to the King’s speech background briefing notes, the Bill will “harness the power of data for economic growth, to support a modern digital government, and to improve people’s lives”.

The Bill gives statutory footing to three innovative use cases: establishing digital verification services, developing a National Underground Asset Register, and setting up smart data schemes.

The digital verification initiative

The digital verification initiative is projected to yield economic benefits of approximately £600 million per year through the widespread use of secure digital identities in the UK. Healthcare services can leverage digital verification to significantly reduce administrative time and costs associated with manual identification checks for temporary and permanent staff, volunteers, and patients, while also minimising regulatory and security risks related to data

leakage. A great example of this is the Spotlite platform from CDD Services, which digitalises pre-employment screening checks, such as DBS and Right to Work, streamlining workflows and getting people into roles faster.

Smart data and wallets

Further, the smart data initiative will help connect data siloes to provide seamless patient care, and make smart decisions faster using accurate information. Ethically, utilising smart data is key to efficiency and public trust, allowing individuals to securely share their data with authorised third-party providers who can then enhance and personalise services. A practical example is SafeGuarden by CDD Services, which facilitates community-based data sharing and empowers individuals to reuse identity wallets across multiple organisations. For instance,  an NHS trust operates a SafeGuarden scheme to quickly mobilise healthcare workers across multiple hospitals – without the delay of revalidating credentials and going through the preemployment screening process multiple times. All while allowing the workers to own and update their own personal reusable identity wallet.

Enhancing internal and public facing services

The Bill is poised to drive innovation across the UK, aligning it with EU and other international frameworks. This legislation provides an opportunity for health services to enhance internal and public facing services in a trusted and cost-effective way. M FURTHER INFORMATION

Want more information? Click below cdd.services/smart-data

A multifaceted approach to enhancing hospital security

The Perimeter Security Suppliers Association explains the wide-range of measures that can be implemented to boost hospital security and protect staff, patients and visitors

Increasing hospital security is a multifaceted challenge that requires a comprehensive approach to effectively mitigate risks and ensure the safety of patients, staff, and visitors. The PSSA (Perimeter Security Suppliers Association) emphasises the integration of HVM (Hostile Vehicle Mitigation) measures and ACT (Action Counters Terrorism) training as key strategies in this effort. These procedures can significantly reduce the risks associated with vehicle-borne threats and lone-wolf terrorist attacks, equipping hospital staff with the necessary skills to identify and respond to potential terrorist activities.

HVM focuses on preventing and mitigating the impact of vehicle-borne threats. This involves the installation of impact-rated barriers, such as bollards, at critical entry points, emergency exits, and around essential infrastructure like emergency departments and main entrances. These barriers are designed to withstand

significant force, preventing unauthorised vehicles from breaching sensitive areas.

Perimeter fencing plays a crucial role in HVM by preventing unauthorised vehicle access. Robust, well-maintained fences should be erected around the hospital perimeter to ensure they are tall and strong enough to deter breaches. Controlled access points with security checkpoints for vehicle screening are essential for maintaining tight security. Automated gate systems with barriers that can be quickly deployed in emergencies provide an added layer of security. Creating buffer zones between the perimeter and hospital buildings allows space to inspect approaching vehicles and delay potential threats.

Staff training

ACT Security e-Learning offers specialised counter-terrorism awareness training that provides up-to-date knowledge to help E

F security operatives prepare for and respond to terrorist incidents.

ACT training is designed to equip hospital staff with the knowledge and skills to identify and respond to potential terrorist threats. Recognising suspicious activity is the first step in this process. Staff must be trained to notice signs of unusual or suspicious behaviour and items, such as unattended bags or erratic actions. Establishing clear reporting protocols ensures that staff know exactly what to do when they identify a potential threat, including how to communicate directly with security personnel and local law enforcement. Developing and training staff on emergency response procedures, including lockdowns, evacuations, and shelter-in-place protocols, is critical. Regular drills and exercises help ensure that staff are familiar with these procedures and can respond quickly and effectively in an emergency.

Security procedures

Combining HVM measures and ACT training with other security procedures creates a comprehensive security approach. Surveillance

Establishing clear reporting protocols ensures that staff know exactly what to do when they identify a potential threat

systems, such as CCTV cameras installed throughout the hospital, particularly at entry points, parking areas, and critical infrastructure, provide real-time monitoring by trained personnel. This constant vigilance is crucial for maintaining security. Implementing electronic access control systems for hospital buildings using ID badges, key cards, or biometric scanners restricts access to authorised personnel only, further improving security.

Maintaining close collaboration with local police can also help hospitals stay informed about potential threats and coordinate responses effectively. Public awareness campaigns to educate patients and visitors about security measures and encourage them to report suspicious activities are also vital.

The ‘Power of Hello’ is a simple yet effective way to enhance security through proactive engagement and awareness. Encouraging staff, security personnel, and the general public to greet and engage with individuals encourages a sense of community and vigilance. This approach can help deter potential threats and improve overall safety in hospital settings. Key components include training staff to notice unusual behaviour, teaching friendly ways to greet and engage with individuals, and ensuring they know how to report suspicious activities promptly and discreetly.

Placing signs in common areas to encourage greetings and vigilance, conducting workshops with staff to reinforce proactive engagement and situational awareness, and integrating this practice into daily operations all contribute to its effectiveness. Security personnel regularly patrolling public areas and greeting individuals create a visible presence that can deter suspicious behaviour. Encouraging everyone in the hospital to be mindful of their surroundings and report any concerns to security personnel helps build a supportive and vigilant environment.

Recently, a disturbing incident occurred on the Clifton Suspension Bridge where a man was acting suspiciously with a pair of suitcases. Alert passers-by, noticing his odd behaviour, approached and asked if he was alright. This simple act, showing the ‘Power of Hello’, startled the man, causing him to flee and abandon the suitcases on the bridge. Upon inspection, the suitcases were found to contain human remains. Thanks to the vigilance and proactive engagement of the public, these suitcases were prevented from being thrown

It becomes crucial to focus on cost-effective solutions

like staff training

into the river, where strong currents could have carried them away, potentially hindering the discovery of the bodies and the capture of the perpetrator. Yostin Andres Mosquera has since been caught and charged with their murders. This incident highlights the effectiveness of the ‘Power of Hello’ in improving community safety and awareness.

Cost considerations

While implementing comprehensive security measures such HVM and extensive surveillance systems can significantly improve hospital security, they often require substantial budgets, which are not always available. Recognising these financial constraints, it becomes crucial to focus on cost-effective solutions like staff training. Fortunately, Action Counters Terrorism (ACT) training, ACT Awareness, and ACT Security e-Learning are available for free on the ProtectUK platform.

The ACT Security course takes approximately 1 hour and 15 minutes to complete, with a flexible delivery option that allows users to pause and save their progress. When taken together with the ACT Awareness e-Learning, it covers the entire counter-terrorism content required for SIA licence-linked qualifications and top-up training. For those interested in enhancing their counter-terrorism knowledge and skills without incurring additional costs, the ProtectUK e-Learning hub offers a valuable resource.

The PSSA also urges any organisation involved in security in the hospital sector to engage with See, Check and Notify (SCaN), a free training programme from the National Protective Security Authority designed to help people correctly identify suspicious activity and take appropriate action when they do.

SCaN isn’t about allocating more funds for security measures or hiring additional security personnel. It’s about implementing straightforward adjustments and utilising the resources you currently possess more efficiently. The improved customer experience will undoubtedly benefit your organisation.

Run, hide, tell

Should you be involved in a terror attack in a hospital environment, remember the principles

of the NaCTSO’s (National Counter Terrorism Security Office) guidance RUN, HIDE, TELL to ensure your safety and the safety of others. Firstly, if there is a safe route, leave the hospital immediately. Encourage others to come with you, but do not let their hesitation slow you down. Leave all personal belongings behind and avoid gathering at designated meeting points, as these could also be targeted by attackers.

If it is not possible to leave, find a secure place within the hospital to hide. This could be a locked room or an area that can be barricaded. Make sure to silence your phone and other devices, switching them to silent mode, and stay away from windows and doors. Remain as quiet as possible to avoid drawing attention.

Once you are in a safe location, call the police by dialling 999. Provide detailed information to the operator, including your precise location within the hospital, a description of the attackers, and the number of people with you. Follow any instructions given by emergency services to ensure your safety and the safety of those around you.

Improving hospital security is essential and requires a balanced approach. Combining Hostile HVM measures, effective ACT training, and promoting community vigilance through the ‘Power of Hello’ can greatly enhance safety. Utilising cost-effective solutions like free training on the ProtectUK platform, along with practical measures such as perimeter fencing and surveillance systems, strengthens hospital security. It’s important for all staff and stakeholders to stay alert, proactive, and ready to respond to any threats, ensuring the safety of everyone in the hospital. L

When every message counts

Multitone specialises in delivering rapid, reliable, and secure communications technologies tailored to the unique needs of customers worldwide.

Our comprehensive suite of hardware, software, and apps enables seamless integration, automation, and communication systems, fostering safer, more efficient, and resilient workplaces. From cutting-edge solutions for emergency response to advanced communication platforms for industrial environments, Multitone empowers organisations to achieve exceptional results for both their workforce and stakeholders. Visit

The Emergency Services Show

Experience the future of Emergency Services at Europe’s largest annual trade show for blue light innovation

London, UK – The UK’s multi award-winning trade event dedicated to the UK blue light community – The Emergency Services Show – returns to the NEC Birmingham from 18-19 September 2024, and promises to break new ground as Europe’s largest and most comprehensive event series dedicated to product innovation, exclusive networking opportunities, and vital learnings for the UK and international emergency services sector.

Co-located with The Emergency Tech Show (ETS) – now in its second year following its showstopping launch last September where it quickly established itself as a vital date in the diary for emergency tech professionals – The Emergency Services Show guarantees an impressive lineup of sectorleading exhibitors, an unrivalled content programme, and an essential destination for procurement specialists, decision-makers and frontline operational personnel from police, fire & rescue, ambulance, search & rescue, support and voluntary sectors. Attendees will experience an exclusive first-hand look into the latest products and solutions on

offer from over 600 exhibitors and over 1000 brands who, working in partnership with frontline professionals, are dedicated to revolutionising emergency response.

The only event series of its kind for the sector, this exceptional showcase of technology innovation and ground-breaking solution providers covers the entire emergency services landscape, with products ranging from vehicle and fleet management, IT and communications, medical and fire fighting equipment, control room solutions, virtual reality training simulations, AI for predictive emergency response and planning, and so much more!

The Emergency Tech Show will again showcase the most advanced technologies driving the digital transformation of the emergency services sector and provides vital insights into technological developments via the Technology Main Stage and Tech Hub seminar theatres. New for 2024, ETS has proudly partnered with techUK for the exclusive techUK Pavilion, a hub for exploring innovative technology solutions from emerging SMEs and startups. Attendees can explore cutting-edge solutions tailored E

F to the emergency services sector from up-and-coming tech trailblazers.

“Staying ahead of the curve is crucial in ensuring effective emergency response,” says David Brown, event director of The Emergency Services Show and The Emergency Tech Show. “And the rate at which technology is transforming the ways our teams respond to and recover from the most serious of situations is truly remarkable. Our events provide a pivotal platform for the entire sector to access cutting-edge solutions and training that enhance multi-agency collaboration and immediate and long-term resilience.”

A host of new features are planned for 2024, including the NFCC Future Firefighter

PPE Theatre, sponsored by Enduro Protect, which offers an exclusive opportunity to join the discussion on ensuring future personal protective equipment is fit for purpose for the next generation of firefighters.

In partnership with Coventry University Simulation Centre, the show’s new People & Skills Stage, focuses on the evolving training and development landscape to enhance your lifelong professional skills, ensuring you remain the vital, well-supported asset your community relies on for safety.

In a first for The Emergency Services Show, the new Sustainability Stage is dedicated to decarbonising the blue light sector, exploring innovative solutions for green fleets, emissions reduction, and collaborative approaches to achieving net zero. Supporting this green focus, the Emergency Services Environment and Sustainability Group, part of the National Police Estates Group (NPEG), will be hosting exclusive member meetings on enhancing environmental management practices across the sector, and will offer their expert insights as we plan our environment and sustainability content agenda. Returning for 2024, the Policing Stage features speakers from frontline policing and research, offering CPD-accredited sessions with valuable case studies and insights to enhance public trust and improve policing practices.

Networking remains a key focus of the ESS experience, with a host of exciting events

planned to build upon the fantastic blue light community already established in past editions of The Emergency Services Show. The ever-popular Networking Café returns as a central hub for connecting with colleagues, whilst blue light tech experts and digital transformation leads can head over to the Tech Bar at The Emergency Tech Show to catch up and geek out over the coolest new kit and tech available from leading suppliers of ICT technologies.

Registration is now open, sponsored by MSA Safety, and offers access to both vital blue light events on one FREE pass and including complimentary parking at the NEC for the duration of your visit. Click here to get your free pass and connect with 16,000+ fellow emergency services staff at the UK’s foremost annual blue light event.

About The Emergency Services Show

The Emergency Services Show, first launched in 2006 and now in its 18th edition, is the UK’s annual showcase for the blue light sector bringing all disciplines from the police, fire & rescue, ambulance, and search & rescue services to discover innovative technology and operational solutions, share their experiences and unite in their collaborative approach to public safety. The show attracts over 16,000 visitors, features 550+ exhibitors, live demonstrations, free CPD-accredited content, and exclusive networking opportunities.

About The Emergency Tech Show

The Emergency Tech Show is the UK’s largest showcase of emergency technologies and innovations that are driving change in the emergency services, offering more opportunities to discover the next generation of emergency tech for the sector. Colocated with The Emergency Services Show, over 8,000+ blue light professionals and tech enthusiasts will connect with 150+ world-class manufacturers and suppliers displaying their latest innovative solutions, and 30+ expert speakers sharing their experiences and knowledge.

About Emergency Services Times

Emergency Services Times is the premier resource for the blue light sector, delivering comprehensive news, industry insights, and expert analysis for over 24 years. With a strong focus on innovations and developments, Emergency Services Times serves as an essential media source, established as a trusted authority in emergency services news. www.emergencyservicestimes.com M

FURTHER INFORMATION

For more information about The Emergency Services Show 2024, visit www.emergencyuk.com

For The Emergency Tech Show 2024, visit www.emergencytechshow.com

About KSB Recruitment

With over 30 years of recruitment experience, including 20 years serving the public sector in addition to 10 years serving the NHS We specialise in delivering market-leading talent solutions in Catering, Hospitality and within the Estates and Facilities markets.

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We understand the stringent requirements of the NHS, having had a wealth of experience of working in both the public and private sector, specifically for the catering and hospitality sectors

KSB Recruitment recognises the urgency that private and public sector organisations face in swiftly securing qualified staff who uphold the highest standards of service, care, and compliance. We are dedicated to maintaining strict compliance with safeguarding policies, ensuring our candidates are thoroughly vetted and expertly qualified to contribute to your organisation’s success. Our Specialist Areas Include:

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Estates and Facilities within the NHS and wider Public Sector

With a dedicated commitment to our values of integrity, respect, teamwork, and excellence, we aim to provide a positive experience for both clients and candidates

Our outstanding service sets us apart from our competition and positions us as the leading choice in the industry.

Address: Zenith House, Highlands Road, Shirley, Solihull, B90 4PD Phone 0121 314 9365 (24/7)

Maintaining sustainability for the healthy patient

Hospital Caterers Association national chair, Ian Robertson, looks at the importance of healthy and sustainably sourced food for hospital patients

It was Hippocrates who allegedly said around 400 BC, “Let food be thy medicine and medicine be thy food.” This is as relevant today as it was then, even more so if you are a hospital patient, relying on others to provide you with that ‘medicine’. However, food can only be medicine, if it’s actually eaten, and that applies to us all.

UK’s Largest Diverse Caterer

With over 300 million meals served every year to patients, staff and visitors and around £634 million spent on food annually by around 300 NHS Trusts/Boards across approximately 1200 hospitals, the NHS is one of the UK catering industry’s largest providers of meals and the service represents a significant spend from the public purse.

Feeding patients in hospital is not the same as in a restaurant, or even at home. By their nature, patient groups have vastly diverse needs – children need a quite different diet from the elderly and pregnant mothers’ requirements are totally different to someone, say suffering

from kidney disease. The hospital caterer has to consider a myriad of different diets, including ethnic diversities, and try to have something suitable three times every single day for every individual.

Sustainability – NHS towards zero

In October 2020, the NHS became the world’s first national health system to commit to becoming net zero carbon, this was in response to the threat to health posed by climate change. It is estimated that food and catering services in the NHS produces 1,543 ktCO2e each year, equating to approximately 6 per cent of total emissions . This places a huge responsibility on the hospital caterer to look at ways of reducing that footprint.

What and how much we eat directly affect what is produced and in what quantities. If we are to achieve our environmental targets, we need to consume a more’ sustainable diet’ –diets that have lower environmental impacts and are healthier. E

F Sustainable nutrition

In recent years, there has been a growing recognition of the interconnectedness between our dietary choices and the health of the planet.

Sustainability in nutrition involves making food choices that consider the environmental, social, and economic impacts of the food we eat. These choices may include the environmental impact of food production, the role of dietary patterns in promoting health and well-being, and the importance of considering social and economic factors in shaping sustainable food systems.

Healthier, seasonal and locally sourced food can improve wellbeing while cutting emissions and wider environmental impacts related to agriculture, transport, storage and waste across the NHS supply chain, as well as supporting the local economy.

These choices emphasise a balance between meeting current nutritional needs of our patients, staff and those that visit our hospitals, without compromising the ability of future generations to meet their own needs. This includes supporting local and seasonal foods, reducing food waste, and promoting environmentally friendly farming practices. As already mentioned, a key aspect of sustainability in nutrition is the environmental impact of food production. Agriculture, including livestock farming and crop cultivation, contributes significantly to greenhouse gas emissions, deforestation, and depletion of natural resources. As the global population continues to rise, there is a pressing need to develop more sustainable and resourceefficient farming practices.

The government’s EatWell plate recommends a diet with reduced processed foods high in sugar, salt and fats

This includes exploring alternative protein sources, promoting regenerative agriculture, and reducing food waste throughout the supply chain.

Eatwell plate

The government’s EatWell plate recommends a diet with reduced processed foods high in sugar, salt and fats as part of a healthy balance. Analysis makes clear that this diet is also a low-carbon diet, with seasonally and locally sourced fruits and vegetables greatly decreasing emissions, as well as one for which rates of colorectal cancer and heart disease are lower compared to average diets across the country. NHS England is working on a recipe range of low-carbon dishes that can be adopted across the country and large food producers are also following suit, actively signposting their lowcarbon menu dishes to their customers.

Plant-based diets

There is an increasing proportion of the population who are now opting for a plant-based diet, either permanently or on a regular basis.

There is evidence that the environmental and health benefits of an increased consumption of plants and a reduction in consumption of highly processed foods can include significant reductions in carbon emissions, water consumption, land-use needed for food production and a reduced risk of cardiovascular disease, stroke and obesity.

By reducing reliance on animal products, individuals can decrease their carbon footprint, minimise land use, and mitigate environmental degradation associated with livestock farming. Incorporating plant-based dishes aligns with the principles of sustainable nutrition. Balancing the nutritional needs with environmental choices is something we must all make but the hospital caterer has to consider a broader audience than most. Sustainability in nutrition is not solely about eliminating specific food groups; it also involves promoting diversity and promoting more sustainable farming practices.

There is a campaign within the public sector that calls for a reduction in meat on the menus but using better quality cuts and looking at alternative sources. For example, venison is

gaining popularity as it represents a lower carbon impact, it is not intensively farmed, is higher in protein compared to conventional beef alternatives and is lower in cost.

Food miles

For many, food miles are perceived indicator of sustainability, despite there being no shared definition of food miles. There are great reasons for buying locally, as demand for British products supports our own farmers and businesses, and in many cases, animal welfare and traceability is typically higher.

However, seasonality is a far greater indicator of sustainability. To give a simple example: A 250g punnet of strawberries grown locally and in season takes approximately 490g CO2e, but when grown in a hot house out of season the carbon footprint grows to approximately seven times that figure.

Hospital caterers who operate fresh food production traditionally change their menu cycle four times per year to reflect the seasons.

National standards for healthcare food and drink

Each of the Four Nations of the UK have their own national standards relating to healthcare food and drink. They are all broadly similar,

For many, food miles are perceived indicator of sustainability

reflecting their own communities and national strategies. These, combined with the hospital caterer’s commitment to meet the Net-Zero targets are helping us all eat more healthily and, perhaps, save the planet at the same time. M

The Hospital Caterers Association

The Hospital Caterers Association encompasses the single largest group of healthcare catering providers within the NHS and is the recognised voice of hospital catering. It represents catering managers who provide a wide range of food and other services for patients, visitors and staff in NHS hospitals and healthcare facilities. The HCA is a national organisation, with fifteen branches throughout England, Wales, Scotland and Northern Ireland, and more than 250 hospitals represented in its membership.

FURTHER INFORMATION

For further information, contact: Craig Smith at journaleditor@hospitalcaterers.org or call 07774 759 558.

Helping the helpers: mental health support in the NHS

With funding cuts, long hours and working in stressful environments, it is hardly surprising that over half of NHS workers have suffered from poor mental health

Frontline19 recently ran an advertising campaign with the tagline: ‘Sicker than the patients.’

It highlighted the rates of poor mental health in the healthcare sector, and advocated for NHS workers to look after their wellbeing.

When your job is to care for others, it can be extremely difficult to prioritise your own health and realise when the burden is too great.

One of the most notable instances of healthcare workers coming forward to discuss their own struggles with mental health was Adam Kay’s novel and subsequent TV series ‘This Is Going To Hurt.’

Told through Kay’s own diaries while training to be an obstetrics and gynaecology doctor, the book explores the often taboo subject.

In the TV miniseries released in 2022, the character of Shruti is added to further explore the tragic occurrence of healthcare workers dying by suicide because of the job.

The series couldn’t have come out at a more apt time. The pandemic had significantly worsened mental health for NHS workers and the effects are still being felt by many.

One GP trainee told the British Medical Association ( BMA ): “The psychological impact was huge - not seeing family or friends who were a massive support system for me in my job as a doctor, and not being able to socialise or do anything that usually helped reduce stress and cope with work, was really difficult.”

As well as this, a junior doctor reported that since catching Covid at work and being bed bound most of the time, life as they knew it has ended.

“These are supposed to be the best years of my life,” they said, “but I’m spending them alone, in bed, feeling like I’m dying almost all the time.”

Over half of NHS workers have suffered from poor mental health and one in four NHS staff

having considered suicide, according to the mental health charity Mind .

Additionally, poor mental health accounted for more than a quarter of all sickness absences in the NHS in England last year.

This could be attributed to a variety of factors including experiencing traumatic events at work, being overworked and underpaid, and a feeling that they cannot speak about how they are feeling to their colleagues.

Trade union GMB also warned that it is a similar situation in social care, as workers are dealing with crushing workloads, violence in the workplace and terrible terms and conditions in a recent survey

They said 70 per cent of care workers say understaffing is negatively affecting their mental health.

In a poll of almost 900 care workers, 50 per cent said the abuse they received at work –mental, physical or even sexual, has negative impacts on their mental health.

In part because of pressure from work, the UK Parliament said that 17,000 staff (12 per cent) left the NHS mental health workforce in 2021-22.

There is no easy fix for reducing stress in healthcare, in the same way there is no sure way to.

It is hardly a surprise that The Standard found that the health and social care sector tops the list of the most stressful jobs, with 3,530 people per 100,000 employees experiencing workrelated stress.

70 per cent of care workers say understaffing is negatively affecting their mental health

Health Business spoke to the experts from organisations such as Blue Light Card Foundation , and the previously mentioned organisation Frontline19 , on how real change can be made to improve the mental health of NHS workers.

Challenge the stigma

The British Medical Association (BMA ) stated that nine in 10 people who experience mental health problems said they have faced stigma and discrimination as a result.

The stigma around mental health is obviously not just limited to working in healthcare. Many people feel unable to talk about whether they are truly struggling, especially at work.

Claire Goodwin-Fee, co-founder of Frontline 19, said that a mixture of perfectionism and feeling like they should not discuss concerns over workload are the main contributors to why there is an added stigma around mental health in the healthcare sector.

Healthcare workers can often feel an extra pressure to not let their mental health problems show as they do not want to appear “weak” in front of patients. E

Many NHS workers are concerned about discussing problems internally as they are worried it will be leaked

F “They are dealing with traumatic events every day, and they need a way to offload it,” she said. Goodwin-Fee said it was a “potent mix” of all these factors that significantly contributed to NHS workers’ mental health.

Starting the conversation, especially from those at the top, can make a huge impact on the wellbeing of NHS workers. This is partly because it makes staff feel that they will not be judged or blamed.

Connection is key

Naomi Adie, general manager of Blue Light Card Foundation, has seen first-hand how essential mental health is for frontline workers.

After being medically discharged from he Royal Air Force, Adie later decided to transfer her skills to work with Blue Light Card Foundation.

Founded in 2022, it is the only charity to provide funding and support for all blue light workers, from cave rescuers to paramedics. Their funding has supported 27 projects so far. Adie said it may sound simple, but connection between different emergency and frontline services is the best way to improve the wellbeing of staff.

“We have seen even by providing a space for emergency service workers to relax, that 15 or 20 minute break improves their mood.

“Even having good quality tea and coffee can make a big difference to their days,” she said. Blue Light Card Foundation works closely with other organisations and they learn from each

other about how best to look after staff’s mental health.

She said: “You don’t need to re-invent the wheel.” Adie commented that more effective mental health services are in place in the military, and the NHS is only just starting to catch up with a lot of policies.

“At the moment,” she said, “NHS workers only have the opportunity to get an internal referral or go to the doctor if they are struggling with their wellbeing.”

In comparison to services like Op COURAGE which are specifically for people who are or have been in the Armed Forces, she said there is a shocking lack of help for healthcare workers.

Support from both sides

Goodwin-Fee said that while the mental health hubs provided by the NHS are a good step, the reduction of funding means they are simply not enough to support healthcare staff singlehandedly.

She also suggested that many NHS workers are concerned about discussing problems internally as they are worried it will be leaked.

Instead, she said that getting support both externally and internally is a more effective way to support staff.

“Emergency service workers need in-house and exterior support,” she said.

“The blame culture of workers being punished for not meeting targets has to go.”

With NHS targets being increased and staff stretched thin, she said NHS managers need to know when a target is simply not achievable.

In terms of external support, there are a selection of charities and organisations for frontline workers to choose from.

At Frontline19, for example, they offer one-toone counselling for emergency service workers with counsellors who are trauma-trained.

They also provide group therapies, as well as ‘Difficult Conversation Training’ where leaders are taught how to properly debrief staff when something traumatic has happened in the workplace or to their colleagues.

Organisational change

Goodwin-Fee said that first and foremost, healthcare workers “desperately need compassion and understanding.”

“They need to feel respected and supported,” she added.

For her, even improving the little things in the lives of NHS workers from an organisational perspective can help to make them feel supported by the organisation as a whole.

She said that “things like not having to pay for parking at work and getting free coffee” can really make a difference.

She also said that more funding needs to be given to the NHS, so that they can provide fast, accurate support to staff and do their best to alleviate stress from the job.

Even improving the little things in the lives of NHS workers from an organisational perspective can help to make them feel supported by the organisation as a whole

This is not an easy job. But change must start from the inside so that the conversation around mental health is open and honest.

“Mental health isn’t always a bad thing, it is also about teaching people ways to look after themselves and recognise when things are getting worse,” Goodwin-Fee said.

Adie added that while change from the top would make a difference in terms of funding and policy changes, staff working on the frontline need to be listened to first.

“There is no sticking plaster for wellbeing,” she said. “They need to show staff members that they care, and treat people healthily instead of catching people when they have fallen in the water.”

For Adie, the answer is simple. “If you give people the resources to deal with stressful situations, there will be less staff sickness, less absences, and better quality of care for patients.” L

Sharing damp and mould knowledge

David Bly, managing director of Cornerstone Management Services Ltd, is excited to advise the launch of a new platform aimed at sharing knowledge for timely solutions

With a significant history surveying properties reported to be suffering damp, condensation or mould related issues, Cornerstone can advise that of nearly 6000 surveys to date, 91 per cent of the structures were dry and of that sum, almost all suffered ventilation related issues.

It is not uncommon for occupants to believe they are in a wet structure where mould has developed however, this is not the case in the majority of our investigations. Suffice to add, mould does not always need moisture to progress.

With this in mind, an initial consideration is that damp and mould are separate entities and would require bespoke approaches for each issue. Damp tends to identify itself with spoiling, blistering, cracking and darkening of surfaces and, mould can reside on any surface where respective nutrients are available including structures and contents items. If the conditions are suitable for a number of days, their development can occur in the absence of wet or damp buildings.

Cornerstone believe a uniform framework is necessary to uphold bespoke approaches to such reported problems. Why? Because we are still dealing with damp, condensation and mould in 2024 and, with an understandable drive for achieving Net Zero to improve our carbon footprint, if we sought to implement such recognised aspects in our buildings today in the absence of a defined

understanding of the structure, installed atmospheric management and occupancy levels, the problems could escalate.

A key deliverable for these prevailing issues is to be able to investigate it immediately it is observed alongside recognisable solutions and causes. A new Property Health App with Cornerstone’s knowledge embedded in the process delivers the timely guidance occupants and/or landlords seek and, onboard SMART knowledge delivers a greater understanding of structural and atmospheric contributory behaviour in a recognisable manner for all alongside simple yet key attempts to reduce the potential. The uniform process will underpin confidence with repairs or improvements providing occupants with timely guidance for an improved healthier internal living, working or learning condition.

Contact us now to learn more of this unique process and instigate your interest for a complimentary user period to learn of its functionality prior to any commitment. L

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Greening healthcare spaces

Creating green areas for staff and patients to spend time in can make a big difference to their physical and mental health. How can they become more widespread?

There are five words that can improve people’s mental health every day at work: “Let’s get some fresh air.”

In the NHS for both staff and patients, this is no different. NHS Forest reported that green spaces on healthcare sites can speed up postsurgery recovery, and reduce the need for painkillers for patients.

They said spaces such as green gyms and woodland walkways can promote sustainable forms of exercise, and composting facilities can reduce the amount of waste sent to landfill.

The benefit can often be even greater for NHS staff who spend long hours working in clinical environments. With short work breaks and tiring shifts, going to large public green spaces is not always an option.

That’s why researchers from the University of Aberdeen have been awarded a Fellowship to investigate the value of outdoor spaces in NHS sites. E

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NHS Scotland’s natural capital is made up of a combination of green and blue spaces

F Measuring the ‘natural capital’

The Fellowship is jointly funded by the SEFARI Gateway (Scotland’s Centre of Expertise for Knowledge Exchange and Innovation) and Public Health Scotland and will contribute to the implementation of the NHS Scotland Climate Emergency and Sustainability Strategy building on previous research commissioned by Public Health Scotland and NatureScot.

The Fellowship, undertaken in the University’s Health Economics Research Unit (HERU) will determine how NHS outdoor spaces – known as ‘natural capital’ are used.

This entails the economic value of the health and wellbeing benefits to users like NHS staff.

NHS Scotland’s natural capital is made up of a combination of green and blue spaces. Green spaces can range from gardens with benches outside many GP surgeries and NHS hospitals, to extensive areas with paths for people to walk and exercise. Blue spaces are areas that feature water like streams or ponds.

The team is set to use the existing ONS guidance, to design the surveys.

The methods used will directly ask people about their behaviour and how they value different types of outdoor spaces.

Dr Luis Loria-Rebolledo, research fellow in HERU, who is leading the research said: “There are potentially significant health and wellbeing benefits that come from the use of these sites for recreation and leisure. However, the monetary value of these benefits to society, and across different users, is not known.

“Obtaining these values could serve as a guide for future decisions about the use of NHS outdoor spaces in Scotland.

“This project speaks to a priority of the Scottish government who are regularly updated on progress. The outcome is policy relevant and is high impact as it has the potential to inform natural capital accounting and Climate Policy in Scotland and internationally. E

The NHS Forest is a project run by the Green Spaces team at the Centre for Sustainable Healthcare

F “We hope the results of this study will inform future decisions in Scotland and contribute to our understanding of how we can measure and value natural capital across the world.”

Ready and waiting

While it is a positive step to be measuring the value of green and blue spaces in the NHS, there are already a variety of organisations encouraging patients and staff to get outdoors. The previously mentioned NHS Forest supports healthcare sites to transform their green space for health, wellbeing and biodiversity. They see providing adequate green space as a win-win, because it contributes to the NHS’ pledge to be net-zero by 2045 as well as improving people’s health and mental wellbeing.

After all, the NHS is responsible for 40 per cent of the public sector’s carbon emissions. One of their previous projects include the creation of peaceful gardens, which offers patients and relatives a healing space at a critical time in their lives.

They also created productive growing spaces to provide fresh, organic herbs and vegetables for hospital kitchens, and horticultural skills for volunteers.

Hattie White is the woodland creation and tree planting project manager at NHS Forest, and said she has seen first-hand how these spaces can have a positive impact.

She said: “I spoke to a radiologist at a planting event who said she felt that she was inside all day. She said that being outside made her feel calmer and that it would be so nice to have a green space outside where she could take meetings.”

The NHS Forest is a project run by the Green Spaces team at the Centre for Sustainable Healthcare. Their aim is to enhance the ecological diversity of NHS estates by planting trees, as well as supporting sites to utilise green

space to provide therapeutic environments for patients, staff, and local communities.

White added: “The outdoors is an underused, neglected resource that we need to tap into.”

As part of her position, White is pushing for NHS Trusts to make use of trees the NHS Forest is supplying this winter.

Trusts can apply for a range of trees which come in themed bundles , to suit a variety of sized sites including bundles for small spaces, blossom or wild food. But there is more than the tree bundles and are also offering fruit trees, and tiny forests as well as providing trees for larger woodland creation.

White said planting days are often used as an opportunity for staff and patients to get outdoors, and are a positive activity for everyone involved.

She cited the staff wellbeing study Space to Breathe , which found that staff who said they regularly spent time in their sites’ green spaces during the working day reported significantly higher levels of wellbeing than staff who did not spend time in workplace green spaces.

A sizable proportion of staff said attractive green spaces were important to them in considering where to work

It also found that a sizable proportion of staff (44 per cent to 52 per cent) said attractive green spaces were important to them in considering where to work – suggesting that the presence of such areas affects recruitment and retention.

White said she hopes the new government will take green space around hospitals seriously, as essential spaces for well-being and integrate their improvement into policy.

“Green space improvements and tree planting is seen as an add-on, not an essential,” she added.

White said: “Health and nature are connected. Hospitals are obviously quite busy environments and that can impact everyone’s mental health. Green spaces can offer a counterbalance to these environments.” L

What’s next for healthcare’s AI and data revolution?

Digital Health’s AI and Data 2024, set to take place on 22-23 October at Olympia West, London, promises to be a pivotal gathering for professionals at the forefront of healthcare technology

This event is dedicated to the latest developments in data, analytics, machine learning, and AI, and is poised to build on the success of last year’s inaugural show. With a robust line-up of keynote speakers, expert sessions, and networking opportunities, AI and Data 2024 will bring together more than 2,000 attendees, including clinicians, researchers, startups, and policymakers.

Key themes: AI and analytics, data and research, and start-up showcase

The conference programme will cover a wide array of themes, including:

AI and Analytics Stage: Featuring keynotes from policy, clinical, and industry leaders, this stage will explore NHS case studies on AI, data, and analytics. Sessions will include best practice case studies, future gazing towards AI in digital health by 2030, developing the data science and AI workforce, achieving ROI on AI investments, and debates on deploying AI at scale.

Data and Research Stage: Keynotes from industry leaders in life sciences, pharma, and health research will be presented. Topics will include large-scale data research environments, the evolution of trusted research environments, health data regulation and ethics, and whether an independent NHS data bank is needed.

AI start-Up showcase: Quick-fire spotlight of the best digital health start-ups who are using AI tools, analytics and data to disrupt health and care. Highlighting femtech, mental health, clinical decision support, and intelligent workflows, this showcase will connect attendees with the innovative start-ups making waves in healthcare.

Leading the charge in NHS data revolution

Kicking off the keynote sessions is Ming Tang, the chief data and analytics officer for NHS England. Tang’s work is instrumental in reshaping

healthcare through data and analytics. She leads strategies that span personalised medicine, real-time and predictive analytics, patient monitoring, population health, and the digital workforce.

Humanity and AI in healthcare

Following Tang, the event will feature Dr Nicola Byrne and Haris Shuaib as keynotes. Dr Byrne, the national data guardian for health and adult social care in England, is a leading voice in data protection and privacy in healthcare. Her keynote will delve into the critical themes of public expectation, trust-building, and public engagement. Dr Byrne’s perspective is invaluable for understanding the delicate balance between innovation and privacy in the health sector. Haris Shuaib, head of the clinical scientific computing section at Guy’s and St Thomas’ NHS Foundation Trust, will also take to the stage. Shuaib, a prominent figure in AI transformation, has been instrumental in pioneering AI implementations within the NHS. His presentation will highlight the potential and challenges of AI in clinical settings.

AphA collaboration: elevating healthcare analysts

A highlight of this year’s event is the collaboration with the Association of Professional Healthcare Analysts (AphA). On the second day, the data and research stage will transition into the AphA annual conference. This partnership underscores the importance of healthcare analysts in the AI and data landscape. Key speakers include Dr Marc Farr, Chief Analytical Officer at East Kent Hospitals University NHS Foundation Trust and Kent and Medway ICB, and Ruth Holland, Director of Data and Analytics at Imperial College Healthcare NHS Trust. Their discussions will focus on unlocking the potential of data within organisations and the evolving role of healthcare analysts.

Examining the ethical and digital transformation in healthcare

Dr Hatim Abdulhussein, CEO of Health Innovation

Kent Surrey Sussex, and Jules Gudgeon, National Digital Midwife Lead for Maternity, will also present at the event. Dr Abdulhussein’s focus is on ethical digital and AI transformation in healthcare, particularly workforce readiness for emerging technologies. His session will explore how AI can augment the clinical workforce, enhancing efficiency and patient care.

Jules Gudgeon, a leading figure in the digitisation of maternity services, will discuss the significant impact of AI on maternity care. Presenting at last year’s AI and Data event, Gudgeon reported that Portsmouth Hospitals’ maternity unit had implemented AI to reduce administration hours by more than 17,600 in the first year and referral time from two months to 24 hours, showcases the practical benefits of AI integration. Gudgeon’s dedication to digital inclusion and upskilling in midwifery is a testament to her leadership in the NHS Digital Maternity Programme.

Innovative start-ups and educational case studies

AI and Data 2024 is not only about established leaders but also about innovative start-ups and educational case studies. The event will feature NHS best practice sessions and original features that provide attendees with practical insights and real-world applications of AI and data technologies. These sessions are designed to foster learning and collaboration among attendees, encouraging the exchange of ideas and strategies for digital transformation in healthcare.

High-quality networking opportunities

Networking is a crucial component of AI and Data 2024. With more than 2,000 professionals expected to attend, the event offers unparalleled opportunities to connect with peers, thought leaders, and innovators in the field. Whether through formal sessions or informal gatherings, attendees will have the chance to build relationships that could drive future collaborations and advancements in healthcare technology.

Pitchfest: a platform for start-up innovation

One of the most exciting aspects of AI and Data 2024 is the Pitchfest competition, which invites digital health start-ups to compete for

the opportunity to present their ideas to NHS leaders and investors. Applicants can enter in pre-revenue and post-revenue categories, with successful candidates advancing to live heats at the event. The live finals will take place at Digital Health Rewired in Birmingham in March 2025. This competition provides a valuable platform for start-ups to gain visibility, receive feedback, and potentially secure investment, further stimulating innovation in the digital health sector.

Shaping the future of healthcare

AI and Data 2024 at Olympia West, London, is set to be a landmark event for the healthcare technology sector. With a stellar line-up of keynote speakers, including Ming Tang, Dr Nicola Byrne, Haris Shuaib, Dr Hatim Abdulhussein, and Jules Gudgeon, the event will provide deep insights into the current and future landscape of AI and data in healthcare. The collaboration with AphA further highlights the crucial role of healthcare analysts in this evolving field.

As the NHS and the broader healthcare sector continue to embrace digital transformation, events like AI and Data 2024 are essential for sharing knowledge, fostering innovation, and building the networks necessary for future success. Whether you are a clinician, researcher, start-up founder, or policymaker, AI and Data 2024 offers a unique opportunity to be at the forefront of healthcare technology advancements. Registration is free for NHS, startups, charity, and education sectors, making it an accessible and invaluable event for all those dedicated to improving healthcare through technology.

Register now for AI and Data 2024 and join a dynamic community of healthcare innovators shaping the future of digital health. Secure your spot today to gain invaluable insights, expand your network, and contribute to the advancement of healthcare technology. L

Cleaning audits are not just for the NHS

Since the National Standards of Healthcare Cleanliness 2021 were released, cleaning audit software has become the go-to tool to complete cleaning audits. The software enables healthcare environments to measure their performance uniformly and benchmark themselves against other settings

A cleaning audit tool enables facilities managers to demonstrate how and to what standard their environments are being cleaned. However, the NHS are not the only ones who can benefit from cleaning audit software. Cleaning companies and janitorial staff across different industries use some form of cleaning audit checklist to demonstrate that cleaning compliance standards are met.

A cleaning audit checklist is essentially a survey. There are many software providers out there that provide digital survey solutions. There are self-service online options where you can create the surveys/checklists yourself. However, these options can result in a resource issue. The online/self-service survey options take time to build and don’t always provide you with the analytic tools required.

It’s important to review and assess what your requirements are, as there may be other processes that can be digitised for effectiveness. Investing in a company to build the right application for you, with built-in templates, can be better value for money than buying an off-the-shelf application. Some companies have off-the-shelf packages, others provide a more tailored service, but be careful of the hidden extras. An off-the-shelf (SaaS) option may seem the cheaper deal, but if you need to make amends or add extra information, then there can be additional costs that make it more expensive than first thought.

Asckey has two cleaning audit tools available. The first one is fmfirst Cleaning, designed to meet the National Cleaning Standards of the NHS. The application provides various audit reports, real-time dashboards, cleanliness star rating posters, scheduled audits, and much more.

The second application is fmfirst Survey, the perfect solution for a more generic audit tool. It has the flexibility to grow with your business and has the functionality to create various survey templates. The application collates and analyses the results and provides a one-stop-shop platform for all the data. It is also suitable for efficacy audits that measure how you clean, as opposed to what you clean and how frequently. M

Contact us today to discuss your auditing requirements and see how our applications can help you be more effective, efficient, and compliant.

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Asckey Data Services Ltd www.asckey.com

The transformative power of HealthTech in enhancing NHS efficiency and patient care

The potential that HealthTech offers the UK is vast, says Jonathan Evans, director of communications, ABHI

Emerging technologies such as artificial intelligence (AI), 3D printing, and robotics are driving significant advancements in prevention, early and accurate diagnosis, and precision medicine. Traditional HealthTech continues to provide high-quality, cost-effective care for millions of NHS patients daily. Optimising the use of these technologies is crucial for realising operational efficiencies and addressing some of the NHS’s most pressing challenges, such as the elective backlog.

HealthTech is also a significant contributor to the UK’s economic growth. As the largest employer in the broader Life Sciences sector, HealthTech employs 154,000 people across 4,465 companies, generating a combined turnover of £34 billion. The industry has experienced growth of around 5 per cent in recent years, and is characterised by a large

number of small companies, start-ups, and spinouts. These businesses support the creation of high-quality jobs, with manufacturing and R&D activity spread right across the UK.

Driving change through HealthTech HealthTech offers valuable solutions to current NHS pressures across the entire patient pathway, from diagnosis and primary, community, and secondary care, to surgery, patient management, and recovery. Globally, healthcare systems are grappling with significant challenges, including the growing demands of ageing populations, a shortage of professionals, and exhausted workforces. There is a necessity to do things differently, and technology can be the driver of that change. In the NHS, health technologies have emerged as critical solutions to support the workforce, E

F streamline processes, and alleviate pressures on the healthcare system, bringing significant benefits to patients by saving and enhancing lives every day.

By automating routine tasks and utilising AI, technology can handle administrative duties such as appointment scheduling, data entry, and billing. By relieving healthcare staff of these time-consuming tasks, medical professionals can dedicate more energy to patient care, reducing burnout and improving job satisfaction. Additionally, AI-powered technologies are being used to support clinicians, by helping triage symptoms, and directing patients to appropriate care pathways, further reducing the burden on healthcare providers.

While physical interactions with doctors remain essential, telemedicine is growing in significance

Improving accessibility

While physical interactions with doctors remain essential, telemedicine is growing in significance. It allows patients to receive consultations and follow-up care remotely, reducing the need for in-person appointments and enabling healthcare providers to serve patients in underserved rural areas. This technology increases accessibility to healthcare services and minimises the strain on NHS facilities, freeing up resources for critical cases. Telemedicine has proven particularly valuable during the COVID-19 pandemic, demonstrating its potential to maintain continuity of care in times of crisis.

Moreover, remote monitoring tools, such as wearable devices and mobile health apps, enable continuous tracking of patients’ health conditions. These tools can send real-time data to healthcare providers, allowing for timely interventions and reducing hospital readmissions. For instance, patients with chronic conditions like diabetes or heart disease can have their vital signs monitored remotely, ensuring that any anomalies are detected early and addressed promptly.

Detection and data is key

In diagnostics, HealthTech has been a gamechanger. Advanced imaging techniques such as MRI and CT scans have improved the speed E

By leveraging genetic information and other biomarkers, healthcare providers can tailor treatments to individual patients

F and accuracy of disease detection. AIpowered algorithms can analyse medical images and provide rapid insights, enabling earlier diagnosis and treatment planning. This improves patient outcomes and decreases the time and resources required for diagnosis, reducing bottlenecks in the system. Additionally, AI-driven diagnostic tools are being developed to detect diseases such as cancer at an earlier stage, significantly improving survival rates.

The use of electronic health records (EHRs) is another example of technology streamlining healthcare processes. EHRs store patient information electronically, allowing quick access and seamless sharing of medical data among healthcare providers. This reduces the risk of duplicate tests, errors, and lost records, ultimately enhancing the quality of care while saving time and resources. The interoperability of EHRs ensures that a patient’s medical history is available across different care settings, facilitating coordinated and efficient care delivery.

Empowering patients

Wearable HealthTech empowers patients to actively participate in their healthcare.

Devices such as fitness trackers, heart rate monitors, and glucose meters provide real-time health data, enabling patients and healthcare providers to make informed decisions. This proactive approach to healthcare allows for early intervention and personalised treatment plans, reducing the strain on the NHS by preventing the progression of chronic illnesses. Furthermore, patient engagement platforms and mobile health apps provide educational resources, reminders for medication adherence, and tools for self-management, fostering a more informed and engaged patient population. Personalised medicine is another area where HealthTech is making strides. By leveraging genetic information and other biomarkers, healthcare providers can tailor treatments to individual patients, ensuring that they receive E

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F the most effective therapies with minimal side effects. This precision medicine approach not only improves patient outcomes but also reduces the overall cost of care by avoiding trial-and-error prescribing and unnecessary treatments.

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future

HealthTech products and services are already alleviating pressures on the healthcare system, and these advancements will only become more prominent. Technologies like robotic surgery, which offers greater precision and shorter recovery times, and 3D printing, which creates custom implants and prosthetics, are set to revolutionise patient care. AI and machine learning will continue to enhance diagnostics and treatment planning, leading to more personalised and effective healthcare solutions.

The integration of HealthTech into the NHS is not without challenges. Issues such as data security, interoperability, and the need for ongoing training and support for healthcare professionals must be addressed. Ensuring that data is securely stored and transmitted while maintaining patient privacy is paramount. Developing standards and protocols for interoperability will facilitate the seamless exchange of information across different HealthTech platforms. Continuous professional development and training programmes are essential to equip healthcare providers with the skills needed to effectively utilise these technologies.

By embracing the potential of HealthTech, the NHS can overcome current challenges

The value of HealthTech

The value of HealthTech in the NHS is undeniable. From essential products like wound dressings and surgical instruments, to improving diagnostic accuracy and patient care, and streamlining administrative processes and empowering patients, HealthTech is transforming healthcare delivery. As we continue to innovate and integrate these technologies, the NHS will be better equipped to meet the challenges of the future, providing high-quality care for all and driving economic growth in the UK. The journey towards a more efficient, accessible, and patient-centred healthcare system has begun, and HealthTech is at the forefront of this transformation. By embracing the potential of HealthTech, the NHS can overcome current challenges and pave the way for a healthier and more resilient future. The integration of advanced technologies will not only enhance patient outcomes but also ensure the sustainability of the healthcare system, benefiting generations to come. The collaboration between healthcare providers, technology developers, and policymakers will be crucial in realising the full potential of HealthTech and achieving a brighter future for the NHS and its patients. L

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