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Over 400 hospitals, mental health units and ambulance sites will receive £750 million to rectify essential maintenance issues, like leaky pipes, poor ventilation, and crumbling roofs.
Resolving maintenance issues in the NHS estate is key in keeping productivity high, as hospital services were disrupted over 4,000 times in 2023-24, including cancelled appointments, due to issues with poor quality buildings.
Over £100 million will go towards critical improvements in maternity units, such as replacing outdated ventilation systems in neonatal intensive care units.
Secretary of state for health and social care, Wes Streeting, said: “A decade and a half of underinvestment left hospitals crumbling, with burst pipes flooding emergency departments, faulty electrical systems shutting down operating theatres, and mothers giving birth in outdated facilities that lack basic dignity.
“We are on a mission to rebuild our NHS through investment and modernisation.
“Patients and staff deserve to be in buildings that are safe, comfortable and fit for purpose. Through our Plan for Change, we will make our NHS fit for the future.”
A total of £1.2 billion, agreed in the Budget last year, is going into fixing faulty buildings, with a share of £470 million being award to 656 schools and sixth forms to carry out vital maintenance and repairs.
The government has allocated more than £630 million to public buildings to upgrade their energy, through implementing measures such as heat pumps, solar panels, insulation and double glazing. This funding will mean that community buildings, like council buildings and hospitals, will be able to make energy saving upgrades, which will contribute an estimated £650 million in savings for taxpayers per year on average over the next 12 years.
For example, the Northumbria NHS Foundation Trust will receive more than £14 million to replace fossil fuel heating at two sites, helping to power vital buildings with cleaner, homegrown energy.
Minister for energy consumers Matta Fahnbulleh said: “Today we are providing even more support for Britain’s buildings – from schools to museums and galleries – helping to rebuild vital public services as part of the Plan for Change.
“This investment will see local communities benefit from our sprint to clean power, with warm public buildings, run more affordably.”
Other projects will be installed in council buildings and universities, such as the University of York, which has received £35 million to capture energy from underground to help deliver low-carbon heat to buildings on campus.
This follows Great British Energy’s first major project to put solar panels on around 200 schools and 200 NHS sites, helping them to reinvest savings on their energy bills in teaching and healthcare.
Rockford Associates is proud to be a supplier of the East of England NHS Collaborative Procurement Hub Framework - Analysis and Recovery (Ref: 2025/S 000-011058) framework (Lot 7).
The NHS and wider Public Sector organisations throughout the UK will be able to access and benefit from the very best auditing services. Having recovered more than £500 million for the NHS and wider public sector since its inception, the A&R framework aims to facilitate retrospective analytical reviews for core spend and transactions, leading to the identification and recovery of overpayments. with a view to recovering historical overcharges and to make ongoing savings in the future.
all overpayments and errors in your accounts payable ledger
The government has announced plans to end international recruitment for care workers.
The government published an Immigration White Paper, which documents the changes the government is planning to take to bring down migration.
The Home Office revealed in March that over 470 care providers had had their licence to sponsor international staff suspended since 2022. The government has said that many care workers from overseas are subject to abuse and exploitation.
Due to the crackdown on rogue care providers, around 40,000 workers have been displaced. The government has said that they will be given the opportunity to do the jobs they were promised.
International workers who are already sponsored to work legally in the sector will be able to continue to extend their stay, change sponsors and apply to settle.
Long-term plans are also being drawn up to train ‘home-grown’ talent into the care sector.
NHS patients are set to benefit from 8.3 million more appointments each year, with more than 1,000 doctors surgeries due to be upgraded.
The surgeries will receive funding to create additional space to see more patients.
The plans represent the biggest investment in GP facilities for five years.
Health and social care secretary, Wes Streeting, said: “It will be a long road, but this government is putting in the work to fix our NHS and make it fit for the future.
“These are simple fixes for our GP surgeries but for too long they were left to ruin, allowing waiting lists to build and stopping doctors treating more patients.
“It is only because of the necessary decisions we took in the Budget that we are able to invest in GP surgeries, start tackling the 8am scramble and deliver better services for patients. The extra investment and reform this government is making, as part of its Plan for Change, will transform our NHS so it can once again be there for you when you need it.”
Prospect Medical Practice in Norwich will create new clinical rooms to deliver more patient consultations, while Harden Health Centre in the Black Country will turn vacant office spaces into clinical consulting rooms.
Dr Amanda Doyle, national director for primary care and community services, said: “We know more needs to be done to improve patient access to general practice and this investment in over one thousand primary care premises will help do this....
NHS leaders are set to face both a ‘carrot and stick’ in a new performance drive.
Failing leaders will have annual pay rises docked, while top performers will receive bonuses of up to 10 per cent.
The new measures are an attempt to improve NHS performance and cut waiting lists.
The government is looking to learn from some of the most effective businesses in the country to recruit top talent to struggling trusts. Leadership vacancies in badly performing areas will come with a temporary pay increase of 15 per cent.
Pay bands for senior managers will also be refreshed to attract and retain effective leaders within the NHS.
Health and social care secretary Wes Streeting said: “Some of the best businesses and most effective organisations across Britain and the world reward their top talent so they can keep on delivering. There’s no reason why we shouldn’t do the same in our NHS.
“We will reward leaders who are cutting waiting times and making sure patients get better services. But bonuses and pay rises will be a reward and not a right - because I’m determined that every penny we invest through our Plan for Change is money well spent.
“Our carrot and stick reforms will boost productivity, tackle underperformance and drive-up standards for patients.”
Sir Jim Mackey, NHS England chief executive, said: “If we are to consistently reach the standards of care the public rightly expect, it is clear that we need to reward those who are delivering for patients...
NHS England writes to suppliers about cybersecurity: READ MORE
AI-driven heart scans speeding up diagnosis: READ MORE
Data reveals health inequalities in England: READ MORE
£106 million for waiting lists in Scotland: READ MORE
Extra funding to help older people live more independently: READ MORE
Access to GPs increases 10% over last year: READ MORE
The government has cracked down on temporary agency staff in healthcare settings, which has saved almost £1 billion.
This follows spending limits announced last November by health and social care secretary Wes Streeting, when he ordered trusts to reduce their spending on agency staff by thirty per cent in the short term, allowing for more money to be directed towards frontline services.
In 2023-24, the NHS spent a huge £3 billion on agency staff to try tackle long waiting lists, with recruitment agencies charging up to £2,000 for a single nursing unit.
The huge reduction in agency spending has allowed more funding to go towards improving the quality of care patients receive, helping to reduce waiting lists, and enhancing safety, as reducing reliance on agency staff has been shown to decrease clinical incidents.
On 2nd June 2025, both Streeting and NHS England chief executive Jim Mackey wrote to all trusts and integrated care boards (ICBs), urging them to eradicate agency spending altogether. Should the government not feel that further progress has been made in this department, it will consider taking legislative action.
To ensure these costs stay down, a new delivery group will be established across the Department for Health and Social Care and NHS England to monitor progress on tackling agency spending...
Cornerstone Management Services Ltd, an independent property health surveying company, is sharing its knowledge and findings of reported damp, condensation and mould delivering timely, credible solutions in line with new governance due in October 2025
Having witnessed repeat problems for a host of clients, Cornerstone are of the opinion that a defined uniform framework is key when upholding tailored approaches to these reported problems. Our surveying experience reveals a significant number of intended best practice installations and remediations that have actually served to impair the outcome.
Cornerstone fully recognise the structural expertise delivered by all independent trades. However, there appears to be an absent ‘impact’ assessment of an intended improvement on other structural aspects that have shown to not fully resolve the reported problem so many issues persist today.
Wanting to insulate our leaky buildings and improve the carbon footprint, if we sought to implement such recognised aspects in our buildings today ahead of a defined understanding of the structure, geographical aspect, current installed atmospheric management and occupancy levels, the problems could significantly escalate.
Thinking differently about a strategy for achieving improved buildings requires unique guidance for all and, can be achieved instantly in the Property Health app with onboard SMART knowledge for better long-term decision making aligned to a proactive uniform guidance framework.
Our experience, findings and technology have been encompassed in the scalable app, giving
everyone immediate access to likely causes of damp, condensation and mould alongside recognisable undertakings for reducing the likelihood of repeated issues alongside their effective removal.
Whether it’s a classroom, hospital ward, office or bedroom, the knowledge aligns to all room types and deals with recognising mould as a ‘symptom’ of a problem with associated credible solutions to underpin confidence via a ‘did you know?’ approach.
Damp and mould each have a number of root causes, hence a singular improvement undertaking has not always been successful and, a ‘reset’ approach is a key consideration for these annual health related problems. M
Contact us now to learn more of this unique process.
www.propertyhealth.co.uk
info@cornerstone-ltd.co.uk 0344 846 0955
Back in March, Keir Starmer announced that NHS England will be abolished, which was met with mixed reviews. HB looks at the history of NHS England, its uses, and what scrapping it might mean for the future of our health service
On 13th March 2025, in a speech in Hull, prime minister Keir Starmer announced that he would be scrapping NHS England, the arms-length body that has managed the day-to-day running of the health service in England, since its implementation in 2013. This, understandably, was met with approval, confusion, and scepticism from politicians, researchers, and NHS workers across the board. But what does NHS England actually do, and will getting rid of it really inch the NHS closer to its performance targets and restore it to its former glory?
“Bloated and inefficient bureaucracy” The Health and Social Care Act 2012 was the biggest structural reorganisation of the NHS until Keir Starmer’s announcement, through the Conservative-Liberal Democrat coalition government’s introduction of NHS England (NHSE), which was then known as the NHS Commissioning Board. The idea was first introduced by the then-secretary of state for health, Andrew Lansley’s 2010 white paper, ‘ Equity and Excellence: Liberating the NHS’. Lansley wanted to free the NHS from “political
micromanagement” by moving some of its functions outside of government control.
The NHSE that came into existence on 1st April 2013 was very different from the one current secretary of state for health and social care, Wes Streeting, referred to as “bloated and inefficient bureaucracy”. Its original intent was to abolish all primary care trusts (PCTs) and strategic health authorities (SHAs) and replace them with some 210 new clinical commissioning groups (CCGs), which would partly be run by GPs. Between £60 and £80 billion of the budget was transferred to new CCGs under the independent NHS Commissioning Board, which would later become NHS England in March 2013, and transferred public health responsibility to local governments. The Bill received so much criticism at the time that, in 2011, prime minister David Cameron stopped the progression of the Bill in Parliament to conduct a “listening exercise”, where the government listened to critics and make amendments to the Bill. Streeting would later blame Lansley’s reforms as the reason for “the longest waiting times, lowest patient satisfaction, and most expensive NHS in history.”
Lansley’s acts and the formation of NHS England were widely criticised for practices that hinted towards privatisation, such as bringing in a market-based system that allowed private involvement in healthcare. Transferring fiscal powers to GPs, making them independent contractors, effectively privatised
In 2022-23, NHSE received more than 45 per cent of all funding for quangos, at £159.3 billion
the commissioning, or financing, portion of the NHS. The Health and Social Care Act 2012 allowed private and voluntary sectors to bid to supply NHS care, although the updated Health and Social Care Act 2022 reversed this competition element of the NHS by scrapping the markets-style economic regulator, as well as GP commissioning groups, which were made into integrated care boards (ICBs). Although these portions of Lansley’s reforms were revoked, what remained was NHS England.
“The biggest quango in the world” Since its formation, NHS England has swallowed up more and more roles, and now functions as an administrative body that manages how health services across England are run, distributing around 90 per cent of government health spending . The government gives NHSE allocated funding with a broad instruction of where it is to go, which NHSE distributes independently. This top-down approach sees the majority of money trickle down through ICBs, and then service providers, like mental health services or hospitals, rather than given to local authorities to be directly given to services. NHS Improvement, NHS Trust Development Authority, Health Education England, NHS X, and NHS Digital all have merged into NHSE, along with their staff, over the past decade, making the NHSE’s workforce more than 14,000 strong , which makes it four times the size of the DHSC. The King’s Fund point out that is increasingly difficult to assess how well NHSE did its job when its job constantly has increased in size and in duties.
Due to its size and budget, Andy Burnham, as shadow health secretary, called NHSE “the biggest quango in the world”.
In 2022-23, NHSE received more than 45 per cent of all funding for quangos, at £159.3 billion, which swamps other allocations like the HMRC’s £45.2 billion.
“The National Health Service is in serious trouble”
When Starmer inherited the NHS, he frequently described it as “broken ”. Lord Darzi’s ‘Independent Investigation of the National E
F Health Service in England,’ published September 2024, revealed catastrophic levels of staff disillusionment, unproductivity, and financial strains within the NHS. He warned that “ the National Health Service is in serious trouble .”
The report found long waiting lists across primary, secondary, and community care, with 300,000 people waiting for over a year for hospital treatment in June 2024, compared to the NHS promise treatment to start within 18 weeks, and hospital capital budgets routinely raided to fund day-to-day running costs, leading to a crumbling estate.
“Better value for taxpayers and better outcomes for patients”
The need for tangible change is clear. To Channel 4, Streeting explained that scrapping NHSE would deliver “better outcomes for patients and better value for taxpayers, saving hundreds of millions of pounds that can be redeployed to the front line.
It is estimated this will save the government £500 million each year, which would be put back into frontline services, and would slash the number of head office staff in half. Another huge factor in getting rid of NHSE was to end “ two large organisations doing the same roles with an enormous amount of duplication”. This is not a revolution, with politicians and decisionmakers having complained of NHSE unproductivity for years; former health
All of these procedures previously handled by NHSE will need to go somewhere
secretary Jeremy Hunt called it a “bureaucratic monster” to the BBC.
Another strong argument for abolishing NHSE is that if decision-making is moved down to a local level and nearer to patients, it will be the health leaders more attuned to the needs of patients in that area making those calls. Abolishing NHSE brings the NHS and its operation under direct government control, which will also leave them with full responsibility and accountability for NHS services, successes and most importantly for a disillusioned public, any failures.
“You’d want the juice to be worth the squeeze”
What was the response to this shakeup? In his speech, the prime minister was careful to stress that the problem was not NHS staff, but rather the structure they were working in.
Jeremy Hunt appreciated the “boldness” of the structural change, while Conservative MP Alex Burghart warned that it “could be a total disaster if handled the wrong way”, criticising the lack of detail in the government’s plans. We can assume that local authorities will now have more power in decision-making and budgets, but this hasn’t yet been officially confirmed, along with many other questions which haven’t yet been met with answers.
Sarah Woolnough, chief executive of the King’s Fund, although she admits that “it is absolutely right that democratically elected politicians
The government is steadfast in their claims that this decision will reduce costs, streamline the system, and enhance productivity
must have clear oversight on how the NHS delivers for patients”, is also concerned about the impacts of abolishing NHSE might have on productivity. She explains: “As with previous NHS restructures, structural change comes with significant opportunity cost, with staff who would otherwise be spending their time trying to improve productivity, ensure safety and get the best outcomes for patients, now worrying about whether they will have a job.”
Although impressive-sounding, the alleged £500 million saved pales in comparison to the £5 billion black hole the NHS is facing, and further staffing cuts (reportedly saving £175 million) won’t touch the sides of the problem. Woolnough also draws attention to the positives NHSE does bring to the health service, such as centralising training, digital services, and data; it does make sense, she points out, that these are done by a whole team of people, rather than separate GP practices.
All of these procedures previously handled by NHSE will need to go somewhere: whether kept at the centre, whether moved out locally into ICBs, or whether stopped completely (and at what consequences?) and this is further administrative work that will need to not only be figured out, but also implemented against a backdrop of more and more ambitious targets and greater pressure from the government.
When NHSE has grown so exponentially, both in size and its functions, it will be a difficult and time-consuming process to unravel it from the procedures it is intertwined with –from administrative to developing national programmes to setting performance standards –and decide what will happen to these functions. She emphasises: “Creating and destroying England’s biggest quango is something so timeconsuming and significant in healthcare policy that you’d only want to do it once. And you’d want the juice to be worth the squeeze.”
The most recent staff survey saw almost a third of staff (30.24 per cent) report feeling burnout because of their work: how do we expect them to increase their output, while also facilitating speedy restructure of the entirety of NHSE?
“Madam
Deputy Speaker, change is hard”
The government’s announcement gave very little away, and we were not given a specific plan of action, just that the dissolving of NHSE will take around two years. This has left healthcare workers, advisory groups, and decisionmakers with many questions; specifically, that we don’t know yet the effects this will have on frontline organisations. The only clarity we have is that integrated care boards (ICBs) will need to reduce their running costs by 50 per cent by October this year, and that provider trusts will need to make further reductions in their corporate costs, implying ICBs will take on a smaller role with less authority to make financial decisions.
We aren’t sure when relevant legislation implementing this change will come, or exactly where job cuts will be, or which roles and teams will be absorbed into the DHSC, leaving a lot of staff unsure about the future of their jobs. But the government is steadfast in their claims that this decision will reduce costs, streamline the system, and enhance productivity through diverting more resources directly to the frontlines. Streeting declared to the House of Commons that “change is hard” and yet, “this Labour […] government will never duck the hard yards of reform,” and we must wait to see if this pays off. L
Ensuring equipment is available and working to specification is a crucial piece of the jigsaw in helping to tackle both increasing waiting lists and the NHS Net Zero target. With a KARL STORZ Managed Surgical Facility, dedicated On-site Endoscopic Specialists work full-time in your departments guaranteeing the correct reusable equipment is functioning, available and prepared for use. Furthermore, fully comprehensive maintenance contracts and fixed financing ensures equipment is maintained and serviced to its optimum throughout the contract term allowing the Trust to ‘fire and forget’!
Working closely with NHS Trusts and Private Hospital Groups, KARL STORZ can address your requirements and tailor equipment and service levels:
On-Site Endoscopic Specialists: Dedicated personnel concentrating on the management, availability and support across your entire KARL STORZ portfolio; ensuring best practices and maximising use and accessibility of reusable equipment.
Progress towards NHS Net Zero: KARL STORZ offer a comprehensive portfolio of reusable surgical endoscopic equipment; which especially when tailored with a Managed Surgical Facility ensures high usage of reusable equipment that is fundamental in supporting the NHS Net Zero target.
Financial Predictability: With predictable payments over a defined term, guaranteed uptime, a rolling replacement programme for equipment and the peace of mind of having a KARL STORZ specialist on site, many Trusts have realised their vision and are delivering better healthcare, through KARL STORZ Managed Surgical Facility contracts. Please contact us for further information.
Having an On-site Endoscopic Specialist (OES) from KARL STORZ to look after our theatres and instruments has meant that our staff can focus their valuable time on the patient, not the equipment. We transfer all risk associated with damage, maintenance, and service continuity, due to equipment, to KARL STORZ so we don’t have to worry about it.
Leslieann Osborn, Assistant Director for Service Improvement, Darent Valley Hospital
Mels Arnoldy, MSc graduate of Rotterdam School of Management Erasmus University investigates the benefits of sustainable devices
Over the past 30 years, hospitals have become reliant on single-use medical devices. Born out of the need to keep clinical settings sterile and the ability of manufacturers to produce tools at mass.
Their continued use is problematic for a number of reasons, but two stand out above others. The first is the paradox that relying on such tools causes harm to global health, which is at odds with what hospitals are set up to protect. The environmental pollution caused by the high levels of waste and the difficulty of disposing of the complicated compositions they’re made of leaves a significant footprint on the earth.
Costs are also a key concern. Devices are made in large supply and operate in linear value chains, which start at manufacture and end with disposal. Money is lost once each item is consigned to waste. Devices are also vulnerable to supply chain disruptions, which can be disastrous for hospitals and their patients if supplies run low.
A solution can be found in establishing circular hospitals, where clinicians shift away from
single-use medical devices towards reusable tools which, as well as only needing to be produced at a lower volume, can be easily reprocessed, repaired and recycled, often in a more localised capacity. This could reduce costs, decrease wastage, ease supply chain reliance and make hospitals far more efficient. However, to achieve this, the material logistics infrastructure of hospitals needs to be adapted. My research undertaken during my time at Rotterdam School of Management Erasmus University set out to provide a step forward. The first phase was problem definition. There are over 500,000 types of medical devices in use on the European market. To understand where the key challenges lie, a typology that sets out the many different varieties and how the requirements on the material logistics infrastructure changes when moving from a single use to a reusable version was developed. This was created through a structured examination of all medical devices that have a Life Cycle Analysis and Life Cycle Costing, comparing single-use tools with their E
Each hospital may operate in its own style, but common problems exist across the board
F reusable versions. These studies measure the environmental impact and costs over the full life cycle of each device.
In the second phase, the typology was used to investigate how circular the material logistics infrastructure of hospitals currently is. Consulting with Erasmus University Medical Centre and Leiden University Medical Centre in the Netherlands, the study identified both common problems and the effectiveness of their existing solutions through analysing data retrieved from discussions with senior hospital staff, and reviewing archive documents. This made clear where practices can be adapted.
The third phase was solution design, consulting with businesses offering new ways forward to the medical sector, and experts with experience of their implementation.
The result of these explorations is establishing a series of pathways that can assist hospitals in finding their way to operating in a more circular fashion.
The structured analyses of Life Cycle Analyses and Life Cycle Costing studies data gathered on each reprocessing type provides comprehensive evidence for the theory that reusable medical devices have a lower environmental impact and lower costs than single-use medical devices.
Such findings can help decision makers to identify the specific types of medical devices that have the lowest environmental impact and/ or costs and choose to invest in them. This can help to change both mindsets and practices.
On an industry-wide scale, such decisions taking place will also highlight exact areas where circular innovation is most needed, spurring action.
Beyond device make-up, the study provides a breakdown of how the requirements of material logistics infrastructure elements can change when devices are swapped from a single use to a reusable version. These elements include transport, tracking and tracing, storage space, reprocessing, repair and point-of-collection space, so the wider impact of their continued use can be fully understood.
There is a financial element to this too, as monetising this aspect of a device’s environmental and social impact can help to illustrate which options for device production and disposal are more sustainable, and smarter choices can be made.
Each hospital may operate in its own style, but common problems exist across the board. The studies’ investigations revealed 70 common problems.
For some, solutions have already been developed providing others with a blueprint to follow. For all other common problems, the data enabled the production of a solutions flowchart, setting each out in a step-by-step order to be followed and also showing where the same solution can be used to solve multiple issues.
Doing this also highlighted where the most important and necessary solutions are needed, helping to direct hospital decision makers in their investment decisions and actions.
One such area is tracking and tracing, as many solutions to problems generated by single-use medical device supply, use and disposal can be found through monitoring. The study data indicates that hospitals should invest in better ways to track everything that happens with a unique medical device, including identifying where it will eventually end up as waste inside the hospital.
Those hospitals which accomplish this can eventually identify how much of an environmental impact they are making, and which costs can then be reduced when switching from a single use to a reusable version, backed up by data from LCA and LCC studies.
However, in order to change to reusables, investments in the material logistics infrastructure are required, which can sometimes present a hurdle for those wanting to see a swift return. The costs of the required investments should be, at least, offset by the potential gains from switching to reusables.
Investment in the material logistics infrastructure are required in many ways. Storage space can be optimised with a Warehouse Management System, and supply chains can be stabilised through automated order systems, whilst adding RFID technology
In order to change to reusables, investments in the material logistics infrastructure are required
to each device can enable these innovations to become possible as well as boosting traceability, providing details of devise history as well as adding information on correct disposal.
Doing this could help hospitals recycle and sell some of their waste streams, including plastics and expanded polystyrene, or let suppliers or service providers pick up some waste streams for reprocessing, repair and recycling, enabling them to recover some costs.
The solutions flowchart also provides further practical implications for external stakeholders. Businesses can identify new business opportunities, healthcare insurances and banks can allocate their innovation budgets accordingly, and lastly governments and policymakers can adapt laws and regulations accordingly.
The result? A greener, more innovative and financially efficient system which protects global health in more ways than one, rather than damaging it. L
Having a trusted cleaning audit system is imperative for any healthcare organisation to help manage its cleaning compliance requirements
When launched, the National Standards of Healthcare Cleanliness 2021 emphasised the importance of digital systems to evidence organisations were meeting the compliance requirements. This led to an expansion of software options in the market, and even to this day, it can be confusing as to which system would suit your organisation best.
Choosing the right system is not just about demonstrating that compliance standards are met. Essentially, most systems function the same, but what often gets overlooked is the ease of use.
A systems interface can look like the bee’s knees, but when using the system day to day, it can feel quite clunky and much more complicated than it needs to be. We live in a world of technology, but there is nothing to say a system can’t be clear, simple, and easy to use, while still looking good.
What does fmfirst® Cleaning offer
fmfirst® Cleaning is Asckey’s auditing application designed to simplify and support the undertaking, reviewing, and reporting of the cleaning audit process. Its functionality can speed up the auditing process, increase productivity, reduce overall costs, and meet relevant compliance requirements, including the updated National Standards of Healthcare Cleanliness 2025.
fmfirst® Cleaning has been purposefully built to have minimum click-through options and be an easy-to-use application. Its design automates report emails on the completion of audits and includes any corrective actions that are required. This method of providing instant fault reporting and the option for rectifying allows users to act immediately. This allows for time and resources to be proportionately allocated.
“It is an exceptionally user-friendly and intuitive tool that has significantly contributed to the enhancement of service delivery. Additionally, it features an excellent reporting system and offers substantial flexibility at the user level.” Serco NNUH.
Why work with Asckey
Asckey has a unique and personal understanding of the cleaning standards, which fmfirst® Cleaning was designed to support. As a member of the Association of Healthcare Cleaning Professionals, they continue to be part of the conversation around the development of these standards. Their fmfirst® Cleaning is already used by NHS Trusts across the UK but can be used in any health and social care setting. M
Asckey is also accredited with ISO 9001, ISO 27001, ISO 14001, and Cyber Essentials Plus, and is a member of SFG20’s Digital Partner Programme, meaning quality, data security, and sustainability are woven into their processes to provide clients with the best possible solution and support.
To discover more about fmfirst® Cleaning and Asckey, visit www.asckey.com
A respiratory digital therapeutics toolkit is improving outcomes and reducing health inequalities for people with asthma and chronic obstructive pulmonary disease (COPD) in Wales
The toolkit, which has reached full adoption across 100 per cent of GP practices and hospitals in NHS Wales, is providing a personalised, digital care plan that empowers hundreds of thousands of people to take control of their condition and stay well in the community.
Professor Simon Barry, national respiratory clinical lead at NHS Wales (2016-2024), explains the impact the toolkit is having at a national scale: “Overall, we’re seeing patients showing a significant improvement in wellness scores in as little as three months. The biggest improvement is among patients using the asthma app for four months or more who are seeing their
wellness score increase by 41 per cent. Users in socioeconomically deprived areas, and young people are seeing the greatest improvements in their Royal College of Physicians (RCP) 3-questions score.”
In addition, the toolkit has driven significant reductions in the use of reliever inhalers, an important marker of disease control. Asthma app users have a statistically significant improvement in their reliever inhaler usage, with 35 per cent having improved reliever use within one year, and 20 per cent of patients going from some reliever use to no reliever use. COPD app users’ reliever use improved after one year, with the percentage of users making use E
We recognise that every day your time is burned by filling in paperwork and we all want that to change. This market-leading compliant framework provides an easy route for health sector organisations to buy a range of digital transformation services. The framework offers flexibility to help meet business objectives such as digitising everyday administrative and clinical paperwork that takes you away from delivering patient care.
F of relievers decreasing substantially from 67 per cent to 38 per cent. Patients using the app are 42 per cent more likely to be using Dry Powder Inhalers (DPIs) than the general population, accelerating the NHS Wales priority to increase the proportion of low global-warming potential inhalers (DPIs).
Improvements are particularly pronounced in socioeconomically deprived areas.
Relieving pressures
The successful rollout has enabled many more outcome improvements, including reductions in GP visits and A&E admissions to alleviate pressure on overstretched services.
Chris Davies, principal and CEO at The Institute of Clinical Science and Technology, said: “Unfortunately, chronic diseases are common and expensive. Right now, £7 in every £10 of UK health and social expenditure goes toward chronic disease management, so it’s time for a new approach. We are delighted to
The toolkit is expanding to other disease groups, offering a scalable model
work alongside NHS Wales in transitioning from traditional healthcare delivery to a patient-driven, digital-first model that eases the pressure on the healthcare system and future-proofs the NHS. This approach enables individuals across large populations to have better agency, better empowerment and more confidence when they navigate their health.”
Expert insight
Co-produced with patients, policymakers and clinical experts from within stakeholder groups, including the National Respiratory Audit Programme (NRAP), Asthma and Lung UK (ALUK), NHS Wales and NHS England, the toolkit uses the proven COM-B (Capability, Opportunity, Motivation-Behaviour) model to drive behaviour change. The app provides tailored support, including a personalised care plan and progress tracking, to help individuals manage their health.
The toolkit is expanding to other disease groups, offering a scalable model to meet rising care demand without overburdening healthcare professionals. M
FURTHER INFORMATION
www.icst.org.uk
The NHS is accelerating its digital transformation to improve patient care amid rising pressures on staff, budgets, and resources. A new £1.5 billion framework agreement from NHS Shared Business Services and NOE CPC will streamline procurement of essential IT equipment, helping trusts modernise infrastructure, adopt emerging technologies, and meet future healthcare demands efficiently and sustainably
The NHS is undergoing a digital transformation aimed at improving healthcare delivery while addressing budget constraints, staff shortages, and increasing patient demand. To facilitate this transition, NHS Shared Business Services (NHS SBS) and NHS North of England Commercial Procurement Collaborative (NOE CPC) have jointly launched the Tech Devices – Link 4 framework agreement. This £1.5 billion contract can be used by all NHS organisations to buy essential IT equipment at pace, compliantly and cost-effectively, enabling healthcare professionals to have the modern digital tools and devices needed to support the delivery of better patient care and health outcomes.
The need for digital transformation in healthcare
Legacy IT systems in the NHS often fail to meet the demands of modern healthcare. And despite the remarkable advances in medical science, many NHS trusts still rely on outdated IT infrastructure. This reliance on outdated systems is increasingly problematic. They fail to meet the demands of modern healthcare, leading to inefficiencies in workflows, data sharing, and patient care coordination among others. Additionally, outdated technology can create significant operational inefficiencies, as healthcare professionals spend more time troubleshooting technical issues rather than focusing on patient care.
One of the three “Big Shifts” the government’s forthcoming 10-year plan for the NHS will focus on is a transition from analogue to digital systems. This shift is essential for addressing the challenges identified in the Darzi Review.
It highlighted the crucial role of technology in transforming NHS operations, particularly in light of rising patient waiting lists, shrinking budgets, workforce shortages and declining public health outcomes.
The need for modern, secure, and efficient technology is urgent, especially as the NHS begins to adopt emerging technologies like artificial intelligence to improve diagnostics and patient care.
Modernising IT equipment is not just a matter of improving efficiency for the convenience of staff; it saves lives.
Upgrading devices such as tablets, mobile workstations, and diagnostic monitors is integral to making clinicians as effective as possible.
These tools improve access to Electronic Patient Records (EPR), support telehealth consultations, and integrate AI-driven analytics, all of which help healthcare professionals make quicker, better, more informed decisions.
With the right technology in place, clinicians can spend more time with patients and less time on administrative tasks, leading to a more effective healthcare system.
With the right technology in place, clinicians can spend more time with patients and less time on administrative tasks
One of the main barriers to IT modernisation within the NHS has been the complexity and cost associated with replacing outdated systems. Many trusts struggle to secure the necessary funding or face lengthy procurement processes that delay critical updates to their technology infrastructure.
The traditional approach to procurement is often bureaucratic, requiring multiple rounds of bidding and compliance checks, which can significantly slow down the process.
The Tech Devices – Link 4 framework agreement seeks to address these challenges by offering a streamlined, pre-approved list of suppliers and solutions.
The simplified procurement process eliminates the need for extensive vetting, cutting down the time and effort required to acquire essential technology. E
The framework agreement is endorsed and recommended by NHS England as a route to market
F With transparent pricing and a competitive selection of trusted suppliers, the framework agreement ensures that NHS organisations can access high-quality IT devices quickly and affordably.
This framework agreement also enables bulk purchasing, offering savings on large orders
whilst ensuring that devices meet the specific needs of healthcare providers.
The result is a faster, more efficient procurement process that enables NHS healthcare organisations to invest in the modern IT infrastructure needed to support staff and in turn, enhance patient care.
A comprehensive and sustainable approach
The Tech Devices – Link 4 framework agreement comprises four key categories, or ‘Lots,’ to address the diverse technological/hardware needs:
1. Everyday IT Devices and Peripherals: This category includes essential devices such as desktops, laptops, tablets, and peripherals (e.g. keyboards, monitors, headphones) that are necessary for day-to-day healthcare operations.
2.Healthcare-Focused IT Hardware: Specifically designed for medical environments, this category includes devices like medical workstations and diagnostic monitors that streamline workflows, improve medication tracking, and enable realtime patient record access.
3. Printing and Scanning Solutions: While digital records are becoming more widespread, printing and scanning remain essential. This Lot includes high-volume printers, label printers, and asset scanners that are crucial for maintaining patient records and managing inventory efficiently.
4. Refurbished and Sustainable IT Devices: To support the NHS’s sustainability goals, this category offers high-performance, refurbished, and remanufactured devices as a cost-effective alternative to new hardware. These devices help extend the lifecycle of IT equipment, reduce e-waste, and contribute to the NHS’s net-zero objectives.
The framework agreement is endorsed and recommended by NHS England as a route to market for trusts, GP surgeries, hospitals and other NHS healthcare providers/organisations seeking to purchase Digital & IT solutions. It also extends beyond the NHS and can be used by the wider public sector including schools, colleges and universities, and local authorities, enabling them to leverage the massive buying power of the NHS.
Without modern devices, NHS trusts cannot upgrade systems like EPR
The NHS’s vision of a streamlined, inclusive digital health service depends on a robust IT infrastructure. Without modern IT infrastructure, the NHS risks falling behind in its digital transformation efforts.
Healthcare professionals are increasingly reliant on technology to perform their roles efficiently, and outdated systems can lead to frustration, delays, and errors.
Investing in modern devices and technologies is not just about improving operational efficiency; it is a crucial step in providing highquality, patient-centred care.
Without modern devices, NHS trusts cannot upgrade systems like EPR. Community nurses lose valuable time on administrative tasks instead of patient visits. Legacy systems lack robust cybersecurity measures, leaving sensitive patient data vulnerable to breaches. Adoption of advanced technologies - like artificial intelligence - are hampered, stifling opportunities for innovation.
Modernising and investing in advanced IT equipment, therefore, is vital to overcoming challenges, and key to improving productivity and care. M
Find the framework here
For Neil Jones and Jay Carter at Freeway Med-Tech, safety is not optional, it’s a must. They explore the IEC 60601 framework for medical electrical equipment and explain how compliance is more important than ever
What is IEC 60601 and what kind of devices must comply?
IEC 60601 is the internationally recognised standard for the safety and essential performance of medical electrical equipment. Originally developed by the International Electrotechnical Commission in 1977, it has evolved to address new technologies, environmental factors, and patient safety concerns in increasingly complex clinical environments. The standard goes beyond basic electrical safety. It includes rigorous requirements for insulation, grounding, leakage currents, mechanical safety, thermal limits, and electromagnetic compatibility (EMC). This ensures that equipment not only functions correctly but does so without putting patients, clinicians, or surrounding devices at risk—even during fault conditions.
While only medical devices legally require IEC 60601 certification, at Freeway Med-Tech, we believe any equipment used in clinical spaces— particularly within 1.5 metres of a patient —should be held to the same safety standard. That’s why our mobile computing workstations, monitors, and power systems are tested and certified, even when technically not mandated, giving peace of mind to our NHS customers.
Why is compliance so important in medical settings?
In a medical environment, safety is not optional. IEC 60601 compliance plays a vital role in three key areas:
1. Patient Protection –
In areas like ICU, theatres, or A&E where patients may be sedated or unconscious, they cannot react to heat, shock, or physical harm. IEC 60601 ensures that all equipment in proximity operates within strict thermal and electrical safety parameters, even in fault conditions.
–
Devices like ventilators, infusion pumps, and life-support machines are vulnerable to electrical noise and RF interference. IEC 60601 sets clear EMC limits so nearby devices—such as computer workstations or battery-powered carts—won’t disrupt critical life-saving technology.
In a typical office environment, minor current leakage might be tolerable. But in medical settings, especially with devices in contact with patients, even small leakages could be harmful or fatal. The standard ensures leakage levels stay far below critical thresholds. By certifying to IEC 60601, manufacturers demonstrate that their equipment is fit for use in the most demanding clinical environments— protecting patients, staff, and the NHS itself.
What are the main components or tests within IEC 60601?
IEC 60601 encompasses several key testing areas:
Electrical Safety Tests
Dielectric Strength (Insulation Testing)
– High voltage is applied across insulation points to verify there is no electrical “leak” or breakdown, ensuring dangerous voltages cannot jump to unintended parts.
Earth Leakage Testing
– Measures the current that could flow to a patient or user via the casing or applied parts–must be <0.5mA during normal operation, and <1mA in single fault conditions.
Earth Continuity Testing
– Ensures any conductive part is safely grounded so that fault currents do not pose a risk.
Mechanical Safety
Equipment is tested for stability (e.g. resistance to tipping at 10° angles), impact resistance, and safe handling. All moving parts must be assessed for entrapment or injury risks.
Thermal Safety
Surfaces are tested to ensure they cannot cause burns or harm when touched, even during extended operation or in fault states.
Electromagnetic Compatibility (EMC)
Devices must not interfere with nearby equipment and must also remain functional in the presence of external electromagnetic noise, such as from defibrillators or radio-based systems. These stringent assessments ensure the equipment performs safely, even under duress.
Why is IEC 60601 compliance becoming more urgent now—and what risks arise when it’s overlooked in procurement?
With the surge in digital transformation across the NHS—from ePMA to digital observations and virtual ward rounds—more IT hardware is being deployed directly into clinical areas like A&E, ICU, theatres, and recovery. However, Freeway Med-Tech has observed a worrying rise in the number of domesticgrade mobile IT solutions being sold into these environments—including carts and workstations powered by 230V AC— without any IEC 60601 certification.
This is often not malicious. Sales representatives may market products as “medical-grade” without formal testing, and hospital IT departments, under pressure to reduce costs, may assume these devices are safe
Neil Jones and Jay Carter bring over 35 years of combined experience in medical IT and clinical hardware safety. Together, they lead Freeway’s innovation in IEC 60601-certified workstations and power systems for critical NHS environments.
if used at other trusts. But IEC 60601 is not just a “nice-to-have”—it’s critical to patient safety. Poorly shielded carts can emit high levels of RF interference that affect nearby ventilators or infusion pumps. Excessive earth leakage can become dangerous if a patient is sedated or anaesthetised. And most critically, it is the hospital’s legal responsibility, not the vendor’s, to carry out risk assessments and ensure compliance with IEC standards. At Freeway, we believe it shouldn’t fall to overstretched NHS teams to spot noncompliant equipment. That’s why we test and certify every device intended for patient areas—including systems that technically fall outside formal requirements—because safety should never be optional.
Leading illumination specialist PSE Lighting further enhanced latest technology to meet the needs of this combined research and treatment facility
To address the unique illumination demands of London’s latest world class medical facility, PSE Lighting transformed the £50m Oak Cancer Centre at The Royal Marsden Hospital in Sutton, with cutting-edge lighting solutions. By enhancing the Ex-Or Dali64 control system, we delivered unified illumination across 134,000 sq. ft. of research and treatment spaces.
In partnership with Powell Systems Engineering, we integrated the lighting system with the Building Energy Management System (BEMS) via a SYLK bus network, providing:
Tailored ambiance
Soft lighting for patient areas, bright for clinics, dynamic for labs
Seamless management across six storeys, supporting 400 plus staff
Sustainability
Energy-efficient design reducing CO2 emissions.
Our expertise in design and commissioning enhances existing systems, creating efficient, patient-focused environments. Unbound by vendor ties, we are able to deliver innovative, sustainable solutions.
For the Oak Cancer Centre, we selected the Ex-OR Dali64 lighting control system as the one that would best serve their stringent requirements. This sophisticated DALI-based solution delivers tailored lighting to the Centre’s spaces.
The £50m Oak Cancer Centre is sited on the renowned Royal Marsden Hospital’s emerging knowledge complex in Sutton. This new building doubled their capacity to host training programmes and lectures and brought together over 400 personnel from their Sutton and Chelsea locations. Under one roof, state-of-the-art research and treatment facilities are combined, a concept designed to accelerate groundbreaking research and enhance the treatment experience for patients.
Light up your facility
At PSE Lighting, we help your business reduce energy costs and improve occupant productivity, using innovative solutions and smarter programming. Partnered with Powell Systems Engineering, we are a true single-point service for lighting controls and BEMS. Whether you’re considering current or future lighting improvements, let us show you how PSE Lighting can elevate your healthcare space. You can get in touch with us at 01689 879000 or email info@pselighting.uk.
Lightingahealthierfuture. M
FURTHER INFORMATION
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Always there, balancing the complex conditions required in your office spaces, labs, or theatres.
Come to us for robust BEMS solutions that don't skip a beat.
The future of health and care is being built today, and HETT Show 2025 is where the people shaping that future come together
Taking place on 7-8 October at the ExCeL in London, this year’s event offers far more than a stage on a show floor. It is where strategic partnerships begin, where innovation meets implementation, and where those leading digital transformation across the NHS and beyond gather to share, discover, and connect. Whether you’re exploring the latest technologies or searching for practical solutions to operational pressures, HETT provides a space
to engage with the real drivers of change in UK health and care. With over 150 exhibitors across digital health, infrastructure, cybersecurity, and workforce management, the event is an opportunity to make valuable connections, see new technologies in action, and discover procurement-ready innovations that are already making a difference across the system.
Conversations with exhibitors can be a powerful catalyst for change. They provide
the chance to uncover solutions to pressing challenges, from digitising records and streamlining communications to managing large-scale infrastructure. These discussions are also an opportunity to hear first-hand implementation stories from vendors and NHS trust partners, offering grounded insight into what is working in similar settings. With many of these suppliers already part of major NHS frameworks, onboarding processes can be quicker and more efficient—removing some of the traditional procurement barriers.
What makes HETT especially valuable is the unfiltered nature of these conversations. It’s a space where you can ask difficult questions about integration, ROI, compliance, and ongoing support—and get honest answers in real time. Comparing suppliers side by side, exploring live demos, and digging into the finer details can help you make informed decisions and potentially open the door to pilot projects, funding opportunities, or longer-term partnerships.
Beyond the exhibition, HETT’s programme of sessions reflects the most urgent and relevant themes in health and care transformation today. This year’s agenda is shaped around practical challenges and systemic priorities
- providing a space for honest conversations and shared lessons. Themes such as workforce and leadership take centre stage, exploring the people and processes behind digital transformation. The spotlight on automation and productivity showcases how tools like digital scheduling, AI-driven triage, and virtual wards are being used to improve patient flow and reduce administrative burden.
Emerging technologies are a major focus, with artificial intelligence, automation, and next-gen digital tools examined across multiple theatres. A dedicated AI Spotlight zone offers both thought leadership and hands-on case studies, helping delegates explore how these technologies are improving outcomes, streamlining care pathways, and increasing operational resilience. Patient safety, an essential theme throughout, is examined through the lens of digital risk mitigation, system design, and care quality improvement.
The integration of care systems and the need for connected data flows across health and social care also feature prominently. Interoperability, cross-sector collaboration, and the use of real-time analytics are all key enablers of more person-centred, joined-up services. In parallel, sessions on user-centred E
F design and patient engagement delve into the importance of co-design, accessibility, and personalised care delivery. Tackling health inequalities through population health management, risk stratification, and remote monitoring strategies reflects another critical challenge, as does ensuring robust cybersecurity and digital resilience in an increasingly connected care environment.
Elsewhere, themes like remote monitoring and personalised care explore how technology is supporting earlier intervention, improved self-management, and more flexible care delivery. Primary care and social care also feature prominently, with examples of how digital tools are supporting integration, improving outcomes, and addressing capacity issues. In mental health, new technologies such as AI-powered therapy, digital platforms, and VR tools are reshaping early intervention and access. The programme also gives attention to digital estates, sustainability, women’s health, pharmacy innovation, and private healthcare —ensuring there’s insight and inspiration for every part of the system.
For those looking to explore emerging innovation first-hand, the event features immersive spaces such as the Start-Up Hub— home to some of the industry’s most promising new companies. This is where fresh thinking meets ambitious execution, and where NHS teams can connect directly with innovators who are solving problems in real time.
Specialised zones put the spotlight on timely issues. The AI Spotlight explores the Government’s latest AI Opportunities Action Plan through real use cases and discussion. Women’s health is addressed through a dedicated feature area developed in collaboration with the Women’s Health Working Group, focused on personalised, equitable care. Cybersecurity, meanwhile, remains a critical topic—with sessions focused on building trust in digital systems, protecting data, and reducing organisational risk.
HETT is also designed with connection and downtime in mind. The multiple work areas provide a quiet space to recharge yourself, your devices and catch up on any work or take those online meetings. HETT VIPs can enjoy an exclusive drinks reception in the Lounge on 7 October, complete with guest speakers at the end of the first day.
To make the most of your time, the HETT Connect app allows you to pre-book meetings, arrange demos, and plan your visit around the sessions that align most closely with your goals. Whether you’re just beginning to scope a digital strategy, preparing a business case, or already delivering a programme at scale, HETT Show 2025 offers the insight, innovation, and inspiration to move your organisation forward. Explore what’s on and plan your visit below. M
The NHS is at a turning point, striving to modernise healthcare spaces, enhance access to care, and integrate future-ready technology. Vanguard Healthcare Solutions is at the forefront, delivering cost-e ective, rapidly deployable healthcare infrastructure to support hospitals and communities.
With modular and mobile solutions, we help NHS Trusts and Health Boards:
Expand clinical capacity without disrupting services
Accelerate patient access to diagnostics & treatment
Upgrade and refurbish existing healthcare facilities
Ensure continuity of care while infrastructure improves
From Community Diagnostic Centres to surgical hubs, endoscopy suites, and mobile theatres, we deliver proven solutions that support the NHS’s ambitious goals - e ciently, e ectively, and at scale.
In a move to bring the NHS closer to its net zero carbon pledge in 2040, NHS Property Services (NHSPS) has launched its new Green Plan for 2025-28, which follows on from a previous Green Plan, released in 2022. This new Green Plan takes over from where its predecessor left off, and focuses on four areas: Energy, Utilities and Data, Environment, and Waste
The first Green Plan had a broader approach, setting targets across eight areas, from transport to workforce, in order to establish a holistic foundation for further change to come from. A more refined approach from the newer Green Plan will allow for greater impact on key areas by focusing time and resources on fewer, more specific goals.
In 2020, the NHS was the world’s first health system to set a zero emissions target, as set out in the Delivering a ‘Net Zero’ National Health Service report . The pledge was embedded into legislation through the Health and Care Act 2022 , and in 2021, NHS England asked trusts and systems to develop green plans spanning over three years, encouraging groups to set ambitious targets to deliver tangible results. Emissions for the NHS estate are responsible for more than 60 per cent of the NHS carbon footprint, and NHSPS responsible for ten per cent of the estate – a sizeable chunk. Decarbonising strategies, here, then have a large potential for significant impact, that NHSPS sets out in their targeted approach.
NHSPS’ Green Plan 2022/23-24/25, while not the first move from NHSPS to reduce its carbon footprint, set broad and ambitious targets across eight areas: workforce and leadership, sustainable models of care, digital transformation, travel and transport, estates and facilities, supply chain and procurement, adaption and biodiversity, and responsible landlord. As its focus was on setting a strong precedent for deeper, target-led performance to come, the plan did not set out any key performance indicators or specific numerical targets.
NHSPS intends to help its staff and customers to use data in order to reduce
utilities costs
That said, the previous plan saw a 48 per cent reduction in carbon emissions since a 2017-18 baseline, with savings in energy and utilities racking up to £47.8 million. The NHSPS Energy and Environment team completed over 950 sustainability related projects such as LED lighting upgrades and Solar PV, as well as publishing two years of Climate Financial Disclosures Reports. This is significant progress, but the next Green Plan brings in much-needed targets and direction for the next stage of decarbonising the estate.
Alongside reducing carbon emissions by five per cent a year, the new Green Plan sets out a roadmap from 2025-2028 across four key areas: Energy, Environment, Utilities and Data, and Waste, each one having a goal, targets on the way to meet that, and an envisioned roadmap.
Energy
NHSPS aims to achieve net zero carbon by 2040, with key performance indicators of this goal being to complete 90 decarbonisation projects
over the next three years. NHSPS explains that they will reach this target through implementing a Net Zero Carbon Strategy to guide decarbonisation projects and focusing on the 100 buildings with the biggest emissions, which will create the most impact. NHSPS has also committed to funding projects like supporting zero emissions transport, installing LEDs, and Building Management Services, alongside training staff in low carbon technologies. E
Other ideas include reducing single-use plastic by bringing your own reusable cutlery to work
NHSPS has committed to continuously improving its environmental impact and meeting compliance obligations by auditing 132 of its higher risk sites to meet compliance by embedding processes, improving climate resilience, and increasing biodiversity. Alongside this, the organisation has also committed to developing sustainable travel and buying strategies while monitoring Scope 3 (third party) emissions.
NHSPS intends to help its staff and customers to use data in order to reduce utilities costs, carbon emissions and environment impact through setting targets and doubling the amount of data its customers can access. As part of this, NHSPS will introduce improvements in calculating its carbon footprint, technology for data sharing with customers, and will provide analysis and reports to stakeholders to influence their environmental impact.
NHSPS has set very ambitious and specific targets for its waste management strategy to put it in line with NHS England’s goals: 20 per cent incineration, 20 per cent infectious waste, and 60 per cent offensive waste. This will happen alongside halving carbon emissions produced from waste management by 2026. NHSPS will support this target by collaborating with staff and customers to ensure correct waste management practices are upheld by introducing the appropriate waste bags, bins, labels and posters to help customers effectively segregate their waste. By increasing waste segregation, NHSPS intends to reduce costs and lower carbon emissions.
Decarbonising must be taken up by whole swathes of people, from head office to customers, for it to be its most effective, and NHSPS, as part of their Green Plan 2025-26, has factored this into its approach. Patients have just as much of a role in delivering a net zero NHS as those designing the plan.
The new Green Plan advises customers to speak with their Estates Coordinator to share their views on the new Green Plan, ask for clarification on elements they aren’t sure with, and consider the ways they can get involved. Additionally, NHSPS is happy to hear about
other Green Plans so that both organisations will be able to work together to achieve common sustainability goals.
Change, urges NHSPS, can be implemented immediately, through making small, simple actions, like following an end-of-day shutdown plan or adding a timer to heating.
NHSPS has published top tips for others to reduce the environmental impact of their buildings through methods to save energy, from simple measures like keeping doors closed when heating or cooling is on and unplugging unused phone and laptop chargers, to more system-wide changes like reducing electricity usage when its most expective, from 4pm to 7pm.
Other ideas include reducing single-use plastic by bringing your own reusable cutlery to work, using the short flush on the toilet when possible, and reporting environmental incidents to the Customer Service Centre as soon as possible. Alone, these changes seem small and minute, but when repeated over and over and implemented alongside other changes, these can quickly snowball into huge energy bill savings and decreased carbon emissions.
Merseyside Health Centre cuts energy usage by almost a fifth
An example of one small change making a huge difference is Merseyside Health Centre’s changes to its heating system. Previously, the
Previously, the system had limited controls and was switched on throughout winter, even when the centre was closed, which meant a lot of energy was wasted
system had limited controls and was switched on throughout winter, even when the centre was closed, which meant a lot of energy was wasted.
Subsequently, NHSPS’ Energy and Environment team installed a programmable thermostat, at a cost of £200 to be able to set the heating times and temperatures in line with when the building was in use.
This change, albeit simple, had monumental effects, reducing energy usage by 19 per cent. This equates to 3569kg of CO2 being saved annually at £1945, and only took two and a half month’s use to get the return on investment.
On this change, Ben Dobble, practice manager deputy at Merseyside Health Centre, said: “The thermostat installation has significantly improved temperature regulation, creating a more consistent and comfortable environment. The back-office spaces have adapted well to the new settings, with staff reporting a satisfactory temperature. Overall, the new system has enhanced our ability to maintain a comfortable working environment.” M
www.england.nhs.uk/long-read/green-planguidance/
With over £1 billion allocated to the Public Sector Decarbonisation Scheme (PSDS) to support reducing the carbon footprint of public buildings in the UK and the NHS committed to Net Zero, NHS SBS has launched a decarbonisation of estates framework
By implementing comprehensive decarbonisation strategies and undertaking targeted carbon reduction projects, the NHS has the opportunity to significantly reduce its backlog of maintenance issues. This, in turn, empowers estates teams to focus more effectively on creating safe, efficient, and welcoming environments for both patients and staff. Improved infrastructure not only enhances day-to-day experiences but also strengthens the overall capacity to deliver highquality, patient-centred care. Furthermore, the long-term financial savings generated through reduced energy consumption and lower utility costs can be reinvested into critical areas of need, such as addressing high-risk maintenance concerns, acquiring state-of-the-art medical equipment, or expanding the workforce to support frontline services.
The Decarbonisation of Estates Framework Agreement is designed to support the NHS, along with the broader public sector, in progressing toward their decarbonisation goals. by providing a starting point and building blocks for net zero plans.
The framework agreement plays a vital role in supporting customers with the planning and execution of decarbonisation and retrofit projects. It helps to significantly reduce the environmental impact of service delivery by promoting the use of innovative, energyefficient technologies, minimising energy and fuel consumption, and ensuring ongoing monitoring and evaluation of retrofit initiatives. The framework agreement plays a vital role in supporting customers with the planning and execution of decarbonisation and retrofit projects. It helps to significantly reduce the environmental impact of service delivery by promoting the use of innovative, energyefficient technologies, minimising energy and fuel consumption, and ensuring ongoing monitoring and evaluation of retrofit initiatives.
Details
The framework will run from 13 January 2025 to 12 January 2029 and is open to all public sector organisations across the UK including NHS, local authorities, universities, schools,
housing associations, police, blue lights, central government and all third sector organisations.
The framework covers internal and external wall insulation, ground source and air source heat pumps, electric heating solutions, PV systems, ventilation systems, lighting works as well as traditional works such as replacement of windows and doors, and solutions to tackle damp and mould in domestic properties.
Offerings have been divided into two lots: Decarbonisation of non-domestic/public buildings and Decarbonisation of domestic properties.
Procurement teams can choose to run a further competition, to direct award to a supplier in compliance with Regulation 33 of the Public Contracts Regulations.
All suppliers must adhere to industry-leading safety and legislative standards such as NHS Net Zero Building Standard 2023 and The Public Services (Social Value) Act 2012.
There is also a provision to include RIBA Plan from pre-stage 1 to stage 7, PAS2038:2021 and projects of either design and build or solely construction works.
The framework also offers flexible contract terms with NHS terms and conditions as standard, as well as the option to utilise JCT, NEC, or the client’s own model forms of contract terms and conditions that drive value and performance as further set out in the framework agreement.
When it comes to decarbonisation and environmental impact, the framework includes design, funding, supply, installation, and commissioning of retrofit measures for a complete decarbonisation approach. There is also an aim to reduce the environmental impact of service delivery through the use of innovative solutions, reduced energy and fuel consumption, and the monitoring of retrofit projects.
NHS SBS offers different levels of support, including SME advice and robust templates for you to easily run your own process, or additional support to design and run a further competition on your behalf. M
https://www.sbs.nhs.uk/services/frameworkagreements/decarbonisation-of-estates/
We help NHS Trusts hit Net Zero goals - one project at a time
Etec is proud to be an approved contractor on the NHS SBS Decarbonisation Framework. We deliver sustainable construction and refurbishment projects across NHS estates, including BMS upgrades, low-carbon retrofits, and energy-efficient fit-outs. Our experienced team ensures minimal disruption in live healthcare environments.
With over 20 years of experience, Etec provides smart, sustainable solutions for the public sector. We support the NHS in achieving Net Zero goals through efficient, high-quality delivery in hospitals, GP surgeries, and community settings. From planning to handover, we prioritise safety, compliance, and continuity of care.
NHS SBS Framework Approved
Net Zero Design
Minimal Disruptions
Explore Etec’s healthcare expertise and view our sector case studies at https://etec.group/ or scan the QR code.
HC Legionella Ltd were requested to attend a healthcare site to investigate why a recently installed return line retrofitted on an uncirculated area of an existing water system was not working correctly and provide advice on rectification
A single hot water cylinder supplied four departments within the building (A, B, C and D for the purposes of this study).
A fully circulating hot water system supplied three of these (A, B and C); the fourth department (D) had only recently had a return line retrofitted.
Within the plant room, there were three separate return lines all with individual hot water circulation pumps and all coming to a single confluence point in the plant room from opposing directions. The additional return line had been connected into one of these lines outside of the plant room area with thermal balancing valves in place on the new line only.
Discussions with the client identified that bacterial counts were present within one of the departments (B) fed from this system. Upon further investigation, it was found that the circulation within that department was also not correctly operating and was backfeeding through the return line when the outlets were operated.
There were no balancing valves installed on any of the existing return lines and, although the common return to the cylinder was found to be operating within the temperature profiles identified in the client WSP, the individual lines were not.
It was recommended to the client that the circulation pumps were removed and replaced
with balancing valves, that the three-way confluence point was re-engineered to allow a more fluid balance and that a single return pump was installed on the common line.
Additionally, recommendations were made to reconfigure the first-floor outlets, removing the returning connection to the ground floor at the end of the run, implementing a new, balanced return line for this subordinate loop.
Works were completed and balance returned to the system with all hot water flow and return lines within the system delivering temperatures that were in line with the client WSP and balanced around all departments. The reconfiguration of the plant room also rectified the backfeeding return line identified in Department B.
Bacterial results were noted to decrease within the space of 4-6 weeks with long-term further improvement in the bacterial counts. No detected legionella results were delivered postflush around all departments. M
Hospitals face ongoing challenges in maintaining water system safety and reducing the risk of Legionella. In this article, Peter Gunn, senior consultant at Water Hygiene Centre, explores practical and compliant strategies to improve water safety. He focuses on building management systems, outlet flushing, effective training, and the appropriate use of operational tools, all aligned with the requirements of HTM04-01
Estates and Facilities teams continue to strive for compliant water systems. Whilst the relatively simplistic tasks we have undertaken for many years, broadly, temperature monitoring and condition inspection, remain vital to our knowledge of water safety risks, this approach cannot alone be fully effective. It must also be complemented with more holistic and dynamic measures.
HTM04-01 Parts A – C demands that we more closely understand the changing conditions within our water systems and address potential failings of existing complementary control measures from a management perspective. As such, some of the ‘tools’ currently used to minimise risks – whether physical, management or other operational tools can be reviewed further… E
F Building management systems: put to best use
HTM04:01 Part A - Paragraph 11.1 states: “The continued safe operation of domestic hot and cold water systems requires a number of routine checks to be made by physical means using separate thermometric equipment. A number of the control parameters can, however, be continuously monitored by building management systems (BMS) even though routine checks will still be required for calibration purposes.”
BMS systems are not a recent development, but often their potential is not fully realised. The dynamic nature of what are usually large, complex and ageing water systems within hospital environments, means we should perhaps consider additional factors e.g. are the BMS sensors fitted in the areas where they are most required? Additional BMS sensors may be useful with the temperature monitoring requirements highlighted in HTM04-01 Part B Chapter 7, table 1.
Little-used outlets are both straightforward and fiendishly difficult to manage effectively
Some thoughts to take away… Is BMS information acted upon routinely and effectively?
Do BMS sensors need calibrating?
Have the critical alarm settings been reviewed recently, who receives these alarms?
Little used outlets: a simple workable strategy
HTM04-01 Part B Chapter 7 Table 2 states: “Consideration should be given to removing infrequently used showers, taps and any associated equipment that uses water… Infrequently used equipment within a water system (i.e. not used for a period equal to or greater than seven days) should be included on the Legionella flushing regime .
Regularly use the outlets to minimise the risk from microbial growth in the peripheral parts of the water system, sustain and log this procedure once started”. The flushing frequency now recommended is “Weekly, or as indicated by the Legionella risk assessment”.
Little-used outlets are both straightforward and fiendishly difficult to manage effectively. This is particularly true on large sites, where departments run outlets depending on the circumstances at differing frequencies, where water safety records management is often inconsistent and there is sometimes
a reluctance to remove outlets based on uncertain future use.
A clear and simple strategy of control, understood by all is the only method of ensuring this vital risk minimisation measure remains effective. Issues to consider may include sitewide, specific departmental and cleaning/staff training and/or broader awareness via intranet systems. Legionella Training does not need to be lengthy to be effective; however, it does need to be restated. Both paper and/or electronic monitoring systems may be used, but both remain dependent upon ownership, at a local and more strategic level.
Flushing record audits must also be built into strategies, as the nature of flushing inevitably means its completion may become inconsistent. A formal risk assessment to confirm its frequency should also be undertaken and an approved flushing form must be consistently used. Above all, there must be good communication at all levels of management.
HTM04-01 Part A Paragraphs 6.29 and 6.30 state: “Individuals to whom tasks have been allocated (supervisors and managers as well as operatives) need to have received adequate training in respect of water hygiene and
A robust and comprehensive training matrix in conjunction with competence assessments is also an essential part of any Water Safety Plan
microbiological control appropriate to the task they are responsible for conducting…”
“It is important that any person working on water distribution systems or cleaning water outlets should have completed a Legionella awareness training course so that they can gain an understanding of the need for good hygiene when working with water distribution systems and water outlets, and of how they can prevent contamination of the water supply and/or outlets.”
A robust and comprehensive training matrix in conjunction with competence assessments is also an essential part of any Water Safety Plan, which should be monitored by the Water Safety Group.
HTM04-01 helpfully recommends a basic agenda of 15 points [not exhaustive] for water hygiene training sessions for those who are involved in ensuring safe wholesome water is delivered to all outlets and preventing contamination. Much of this agenda can be E
When it comes to water safety in healthcare, there’s no room for error. That’s why leading NHS Trusts and private providers choose Aqua Protec, the specialists in Legionella sampling and compliance.
With over 30 years of experience and a deep understanding of healthcare estates, we don’t just take water samples. We deliver confidence.
Our sampling follows the latest British Standard BS 7592:2022, ensuring every step is completed with precision. From sample location selection to handling, transport, and analysis.
We work directly with you, your Water Safety Group and your Authorising Engineer to identify risk points and schedule sampling with minimal disruption to staff and patients.
Our fully digitised process ensures each sample is electronically tagged at collection, creating a transparent chain of custody you can trust. No paperwork, no delays.
Partnering with a UKAS-accredited lab, we provide detailed analysis not just for Legionella, but for a wide range of waterborne pathogens, chemicals, and minerals.
You’ll receive clear, easy-to-interpret results within 14 days –empowering your team to make fast, informed decisions.
At Aqua Protec, we understand that compliance is not a checkbox – it’s an ongoing commitment.
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F adopted for the majority of differing roles within your hospital, though tailored training for RPs, APs, CPs, Infection Control teams, facilities/domestic teams and other staff remains imperative. At an operational maintenance level, whilst staff Awareness and Competent Persons’ training will broadly highlight current water safety issues, the often-neglected taskspecific PPM training for individuals must also be undertaken. Contractors too, must be incorporated into training plans, to ensure they routinely undertake appropriate training.
HTM04-01 Parts B & C details to all members of the Water Safety Group the importance of using tools which are appropriate for the task in hand. In particular, to ensure we do not contaminate water systems through poor practices by Competent Persons, Cleaners and other Healthcare workers.
Your organisation’s training needs matrix should ensure these groups of individuals have been identified and include appropriate training schedules, i.e. competent person and contractors – clean tools and components; cleaners – running outlets and correct use of cleaning cloths; and healthcare workers – routine use of outlets and inappropriate disposal of fluids / bodily fluids into an outlet.
There are clearly many facets that can make water safety management within a healthcare environment operationally difficult
There are clearly many facets that can make water safety management within a healthcare environment operationally difficult, time consuming and an often expensive process. As technology improves and once ‘novel’ systems become more commonly used, the processes we develop to minimise risks from waterborne pathogens become ever more wide ranging. Nevertheless, many of these systems remain only complementary measures and will not replace straightforward and pragmatic approaches to management, undertaken by trained individuals, where ongoing review is routine and where water safety is given due consideration from the outlet to the boardroom. M
The Infection Prevention Society’s annual conference, Infection Prevention 2025 is taking place at the Brighton Centre on the 29th and 30th September. This world-leading event features an innovative scientific programme led by international and national experts in infection prevention
Dr Jude Robinson, IPS president says: “It is my pleasure to welcome you to IP2025, which is the Infection Prevention Society’s flagship event of the year. This event is for everyone working in or interested in infection prevention and control. The annual IPS conference, as always will bring you a high-quality educational experience, together with expert speakers, innovations, best practice solutions and research that will leave you energised with ideas, connections and networks to take back to your areas of work, be that clinical practice, research, education or industry. Our lineup of expert speakers is phenomenal, with themes this year including antimicrobial resistance (AMR) in action, sustainability, climate change, use of digital AI, the role of education, training and collaboration in the digital age, behavioural insights, built environment, IPC in specialist settings, as well as topical pathogen specific sessions. With such
a diverse range of topics and speakers there is always something to learn here for everyone. Beyond the speakers and sessions, networking is an integral part of the conference, offering like-minded individuals the opportunity to connect, collaborate, and unite in their shared mission to prevent infections. Thank you for your commitment to infection prevention, and I look forward to seeing you at our event.”
Don’t miss this world-leading Infection Prevention & Control event!
Conference highlights include: I nspiring scientific programme covering infection prevention and control in all aspects of care; national and international expert speakers; largest UK infection prevention exhibition; call for abstracts (posters and oral presentations); networking opportunities; flexible registration packages and an engaging social event.
Make sure you keep a note of these key conference deadlines
Abstract submissions close: 8th June 2025 (midnight) and early bird registration closes: 5th August 2025 (midnight).
Full details are available on the conference website .
The programme
IP2025 features a two day inspiring scientific programme covering infection prevention in all aspects of care. National and international expert speakers will discuss the following key topics:
Fundamentals of care; IPC in specialist settings; IPC risk in and from the built environment; improving quality through patient safety incident response framework (PSIRF); digital/ AI solutions; sustainability; AMR; and organism/ site specific examples from practice
The specialised expertise and insights from the speakers promise to make our sessions informative for all attendees.
View full programme .
Abstract submission
The deadline to submit an abstract for IP2025 is Sunday 8th June 2025 at midnight. Please note that this deadline will not be extended.
Submitting an abstract at the conference is an excellent way to communicate the outcomes of your research project with fellow practitioners, researchers and educators. Presenting will also support your personal development, showcase your skills and help grow your CV.
Each year there are over 100 high-quality posters, along with 12 oral papers, presented at conference from submissions featuring new and innovative studies from across the globe.
Selected abstracts may be presented as a poster, an oral presentation or as a poster talk.
Poster: If your poster submission is accepted, you will be invited to bring your poster to Brighton for all the delegates to view during the conference.
Oral presentation: If your abstract is accepted as an oral presentation, you will be invited to present a short 13-minute talk in front of an audience of your peers.
Poster talk: If your abstract is accepted as a poster, you may be selected to take part in a poster talk. Each presenter will give a short five minute presentation with their poster displayed behind them for reference.
More information and resources
This year’s social event and awards ceremony will be held at the Grand Hotel, Brighton and will start at 7pm.
The evening will include a welcome drink, canapes, awards and entertainment.
Tickets are included in all delegate registration types (except Tuesday only tickets). Find out more.
Infection Prevention 2025 features the UK’s largest infection prevention exhibition, with approximately 70 companies in attendance showcasing a huge variety of products, services and innovations.
IP2025 is expected to attract over 500 professionals in this field. Exhibitors can collect quality leads from dedicated infection prevention and control professionals who are passionate about learning and improving their facilities.
If you are interested in finding out more about the exhibition and sponsorship opportunities available for your company at the conference visit here , or contact Michael.donaldson@ fitwise.co.uk
Thank you to those who have already signed up to support the event. L
About the Infection Prevention Society: 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. For more information visit: www.ips.uk.net
Specifying CFA members for your flooring projects means you’ll be gaining a wealth of experience from vetted contractors with the knowledge and products to fulfil your specification with a sustainability criteria.
Specifying CFA members for your flooring projects means you’ll be gaining a wealth of experience from vetted contractors with the knowledge and products to fulfil your specification with a sustainability criteria.
for flooring projects means be gaining a wealth of experience from vetted contractors with the knowledge and products to fulfil your specification with a sustainability criteria.
Specifying CFA members for your flooring projects means you’ll be gaining a wealth of experience from vetted contractors with the knowledge and products to fulfil your specification with a sustainability criteria.
Specifying CFA members for your flooring projects means you’ll be gaining a wealth of experience from vetted contractors with the knowledge and products to fulfil your specification with a sustainability criteria.
Specifying CFA members for your flooring projects means you’ll be gaining a wealth of experience from vetted contractors with the knowledge and products to fulfil your specification with a sustainability criteria.
Specifying CFA members for your flooring projects means you’ll be gaining a wealth of experience from vetted contractors with the knowledge and products to fulfil your specification with a sustainability criteria.
CFA members are part of a supply chain that includes specialist contract flooring contractors, manufacturers and distributors, all promoting the highest standards and expertise.
CFA members are part of a supply chain that includes specialist contract flooring contractors, manufacturers and distributors, all promoting the highest standards and expertise.
CFA a supply contract flooring contractors, manufacturers and distributors, all promoting the highest standards and expertise.
CFA members are part of a supply chain that includes specialist contract flooring contractors, manufacturers and distributors, all promoting the highest standards and expertise.
CFA members are part of a supply chain that includes specialist contract flooring contractors, manufacturers and distributors, all promoting the highest standards and expertise.
CFA members are part of a supply chain that includes specialist contract flooring contractors, manufacturers and distributors, all promoting the highest standards and expertise.
CFA members are part of a supply chain that includes specialist contract
contractors, manufacturers and distributors, all promoting the highest standards and expertise.
The Contract Flooring Association is the leading independent professional voice of the contract fl ooring industry. Members of the Association include specialist flooring contractors, manufacturers, distributors and consultants, both large and small, operating from locations throughout the UK. The CFA’s membership now accounts for a significant proportion of the UK’s commercial fl ooring market
Most of the UK’s largest and most well-known companies from throughout the flooring sector supply chain are CFA members. With such a high level of commitment from so many companies and individuals, the CFA has a wealth of resources at its fingertips. It is this breadth and depth of information that makes it so much more than just a trade association. The objectives of the CFA are to promote the highest standards of professionalism, safety and training while at the same time, providing essential services and expert information to ensure the quality and productivity of our members’ businesses.
The CFA produces the following industryleading publications together with the Contract Flooring Journal, which is the official journal of the CFA, to ensure that the flooring industry has up-to-date information to hand.
The CFA Guide to Contract Flooring – this unique reference guide is updated every five years and gives the latest information and best practice for the installation of common floorcovering types. The latest edition is from 2022.
The CFA Members’ Handbook is a directory of CFA member companies and gives confidence that you are selecting professionals E
F throughout the contract flooring supply chain (published annually in October). An online directory is available to search for CFA members by location or by flooring type at www.cfa.org.uk.
The CFA Training Guide offers the latest information and guidance about flooring training in the UK (published annually in March).
The CFA Guide to Sustainability is the definitive source of the latest information about sustainability within the flooring industry (published annually in June).
In addition to providing up-to-date information for the industry through publications, all of which are available to view and download in our downloads website page, the CFA also has various committees such as the Manufacturing Committee working on a national basis for the benefit of the industry as a whole.
Choose a CFA member – the difference between success and a flooring failure
Flooring is a major element in most contracts and, with more products to choose from than ever before, obtaining the right installer has never been so important. Flooring is diverse and technically demanding: each product type has its own challenges and options in terms of installation specification. A quality contractor will know the correct adhesive for the flooring product, or the right primer for the subfloor and so will help maximise your investment and minimise flooring failures.
Architects, specifiers and main contractors require the quality of service, installation
and support that CFA members can provide. Consequently, many public and private organisations and an increasing number of local authorities are now specifying that CFA members must be used.
All our contractor members have passed the CFA membership vetting process and are annually audited to ensure that they continue to meet our membership criteria. They are all established quality companies offering high standards of installation. Through the CFA they all have access to up-to-date technical, environmental and quality Standards and all adhere to the Contractors’ Code of Conduct.
The CFA provides members with a wealth of knowledge to assist with both flooring installation and running a business, including: British Standard Institute (BSi) Codes of Practice; Employment Law; Health and Safety; Technical support and advice including the CFA Guide to Contact Flooring; Training; Dispute resolution; and Site conditions toolkits – to ensure that the correct conditions are available on site for the installation of flooring projects.
We have two new support documents, the first is Beyond Installation – Guidance on Underfloor Heating. This document is designed to provide advice and guidance within this changing context and addresses the impact of proposed new standards which are likely to dramatically change the landscape for underfloor heating and therefore the installation of the main types of floor coverings included within this guidance:
textile, resilient and timber-based floor coverings. The second is our Guidance Note on Moisture Measurement – In-Situ Probe Method to support members with moisture testing on site.
For up-to-date news on our sector visit our news portal www.floorscape.org.uk – you can also subscribe to the Floorscape newsletter https://www.floorscape.org.uk/subscribe/ Specifying a CFA member for your next flooring project could mean the difference between success – or a flooring failure. Being a CFA member is a mark of quality. It will provide you with peace of mind and reassurance that you are dealing with a quality company. M
The CFA is a leading trade association representing the Contract Flooring Industry. If you would like further information please contact the CFA below.
FURTHER INFORMATION
0115 941 1126 info@cfa.org.uk www.cfa.org.uk
Damaged, worn resilient flooring no longer needs to be replaced.
benefits of renovating with the Bona Resilient System:
The government recently shared its vision for creating a truly modern health service ‘designed to meet the changing needs of our changing population’. It focuses on three key ‘shifts’: moving care from hospitals to communities, making better use of technology and focussing on preventing sickness, not just treating it. In anticipation of the official launch of the NHS Ten Year Plan which will have these three shifts at its core, we spoke with Chris Blackwell-Frost, chief executive officer of Vanguard Healthcare Solutions about how healthcare infrastructure specialist organisations can contribute towards the reforms and help the NHS meet its ambitious goals
What are the challenges in achieving these three key shifts?
With the waiting list growing in March to 7.42m, and a government pledge for an additional 40,000 appointments, it is becoming increasingly clear that the focus needs to remain on addressing current elective and outpatient performance, in part through increased efficiency as well as additional capacity, space and staff. Recent news reports indicate the NHS Ten Year Plan will primarily focus on meeting Labour’s pledge of returning waiting lists to pre-Covid levels (4m) for the first three years, followed by a shift in emphasis onto the three big shifts for the following seven years. The additional £26bn in the 2024 budget for day-to-day and capital spending over the next two years is a good start. However, considering pay reviews, national insurance increases, existing deficits, and rising demand, it falls short of making a significant impact. The 2024 Darzi review highlighted how the current NHS estate hinders efficiency, clinical care, and providing a suitable environment for staff and patients.
Putting this into context, the maintenance backlog to bring NHS buildings and equipment up to standard is £13.8 billion. Addressing these issues alongside upgrading facilities and developing healthcare infrastructure closer to home presents real challenges for the NHS.
The challenges above were highlighted in a new study from The King’s Fund: ‘patients are experiencing long waits for care, are treated in dilapidated buildings, and report worsening experience’ and the ‘trade-offs’ being made to ensure the NHS ‘lives within its financial means’.
Trusts and health boards will need to develop new, quickly delivered, cost-effective facilities for their communities, such as surgical hubs, hospital extensions or diagnostic centres.
Using innovative construction methods, including modern methods of construction (MMC) is one way to help create capacity and new facilities at pace, in the least disruptive way possible and with the greatest value for money.
As a British-based manufacturing organisation, we’ve seen several NHS trusts benefit from
using MMC as a quicker, cheaper and more flexible alternative to traditional builds.
How might the NHS protect their services while work to upgrade, or create new, facilities to meet these three shifts is on-going?
Waiting lists are already lengthy, so any negative impact on those is simply not an option: hospitals, wards, clinics and theatres just can’t close while upgrades happen. The services they offer have to still be available somewhere accessible and clinically appropriate, or the resulting impact on waiting lists would be catastrophic.
Solutions are needed for ‘decanting’ those services out of impacted theatres, wards, clinics, central sterilising services departments and endoscopy suites. There are effective options available, whether that’s infrastructure created using MMC which can be super flexible, such as we saw in Preston and Kettering where a single building has been used for multiple specialities or mobile solutions such as relocatable theatres, endoscopy suites, wards or clinics. Using a rapidly deployed, relocatable theatre enabled Warwickshire University NHS Foundation Trust to create a highly efficient orthopaedic surgical hub which has driven down waiting times, secured mutual aid and more than 1,000 patients treated in 12 months.
Is there a role for infrastructure businesses in preventing sickness?
The government has said its long-term mission to build an NHS fit for the future starts with tackling waiting lists and to see fewer lives lost to cancer, heart disease and stroke. That means diagnosing and treating patients earlier. Community diagnostic centres feature heavily in their plans. But they are large-scale projects, needed quickly and cost effectively. Again, another ideal candidate for MMC modular builds.
Meanwhile, mobile and modular standalone endoscopy suites can be quickly deployed to ‘plug and play’ where added capacity is needed urgently to help drive down waiting times for these essential diagnostic procedures as we saw in successful partnerships with Golden Jubilee Hospital, Fairfield Hospital, University Hospitals Birmingham and Wexford General Hospital. Where mobile theatres are used, it’s a great example of the latest ‘best-in-class’ technology being deployed to add capacity, aid refurbishment and provide high quality,
Chris Blackwell, CEO, Vanguard
Chris Blackwell-Frost has been Vanguard’s CEO since 2023. A pharmacist by training, he has more than 25 years’ experience in strategy and business development, commercial, sales, marketing, mergers and acquisitions, and proposition development across the healthcare and pharmaceutical sectors.
technologically advanced solutions to some of the problems faced by the NHS. Combined with modular’s value for money, and the pace both solutions offer, it can provide a perfect solution to help address the immediate waiting list challenges and support the delivery of the priorities needed for the first hree years of the NHS Ten Year Plan. M
www.vanguardhealthcare.co.uk info@vanguardhealthcare.co.uk +44 (0)1452 651850
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The NHS SBS Security Services, CCTV and VSS Framework Agreement is designed to meet the evolving security demands of healthcare and public sector environments. Offering a compliant route to market, flexible procurement options, and support for sustainability and social value, the framework provides high-quality, future-ready solutions to keep people, property, and information safe
NHS SBS’s Security Services, CCTV and VSS Framework Agreement has been created to meet all the operational security requirements and challenges of operating in both a healthcare and wider public sector environment.
The framework offers the opportunity to procure responsive and flexible security solutions that can operate in a challenging environment. It also includes a comprehensive safe and effective system of monitoring and supporting lone working staff, including staff call systems.
The framework agreement provides a compliant and sustainable solution for security services, CCTV and VSS for the NHS and wider public sector. It is available for use for all NHS and UK public sector organisations and will run from 14 November 2024 – 13 November 2028.
NHS hospitals, surgeries, and other public sector organisations operate within a complex and ever-changing security environment. With facilities open to a wide variety of individuals, ensuring the safety and peace of mind of staff, patients, and visitors is essential. Security measures, including CCTV, video surveillance systems (VSS), and professional security services, can also help safeguard buildings and critical equipment. E
Appointed to the NHS SBS Security Services, CCTV & VSS Framework, we specialise in counter fraud investigations, threat intelligence, and protective security consulting. Our team delivers discreet, compliant solutions that help NHS and public sector clients reduce risk, recover losses, and strengthen organisational resilience.
The framework supports sustainability outcomes with a focus on reducing road miles
F Security in hospitals is essential to protect patients, staff, visitors, and assets in a complex, high-pressure environment. Hospitals serve vulnerable individuals, making it vital to prevent threats such as violence, theft, and unauthorised access. Effective security ensures that sensitive areas like operating rooms and medication storage are protected, while also safeguarding confidential patient information. Security teams help manage emergencies, control access, and de-escalate conflicts, contributing to a safe and orderly atmosphere. Additionally, robust security supports compliance with legal and regulatory standards, allowing healthcare professionals to focus on delivering care without disruption or risk to safety.
The agreement is structured into five lots: Guarding services; Security design and assessment; Supply, installation, and maintenance of CCTV and VSS; Supply and monitoring of lone working/staff call; and Supply, installation, and maintenance of security alarms, fire alarms, and access control systems.
The framework offers several benefits. Firstly it provides a PCR15-compliant route to market and the flexibility to direct award to a single supplier or run a further competition. Buyers can source their requirements as part of a single solution or a bundled service offer.
The framework offers competitive pricing, with pricing options and capped rates secured with structured and controlled price review provisions from year two to ensure our customers have cost certainty.
It provides the assurance that all providers meet British standards and HTM’s and all relevant industry accreditation.
With the goal of a net zero health service in mind, the framework supports sustainability outcomes with a focus on reducing road miles, the use of electric vehicles or carbon efficient vehicles, and repurposing and recycling where appropriate. It also supports social value outcomes through assessment of supplier’s modern slavery policies and processes and apprenticeships opportunities.
NHS SBS offers different layers of support, including SME advice and robust templates for you to easily run your own process, or additional support to design and run a further competition on your behalf.
In summary, the NHS SBS Security Services, CCTV, and VSS Framework Agreement offers a robust, compliant, and future-ready solution to meet the complex and evolving security needs of the NHS and wider public sector. By enabling access to flexible, high-quality services across key security areas, the framework ensures the protection of people, property, and sensitive information. With a strong focus on safety, sustainability, and value for money, it empowers organisations to meet operational demands while aligning with strategic goals. Supported by expert guidance and proven suppliers, this framework is a vital tool in delivering safe, secure, and resilient public services. M
The framework can be found here
The NHS has published their 2024 Staff Survey results, which saw marginal differences from 2023 results, but large increases in recorded bullying and harassment from staff members. HB looks into these results, and how best to address these problems
On 13th March 2025, the NHS published their 2024 Staff Survey results, in which over 1.5 million NHS employees across England were encouraged to participate between September and November 2024. Half of the invited staff (774,828) took part in the largest, longestrunning staff survey in the world for its 22nd year.
The survey asks staff to rate their experiences working for the NHS in England in response to
seven statements as part of the NHS People Promise, which sets out the elements which are most important for staff: ‘We are compassionate and inclusive’; ‘We are always learning’; ‘We are safe and healthy’; ‘We are recognised and rewarded’; ‘We each have a voice that counts’; ‘We are a team’, and ‘We work flexibly.’ Alongside the People Promise, staff were also asked to report on two long-standing themes: staff engagement and morale.
Under each theme, staff were presented with statements to respond to, across themes such as culture, leadership, burnout, and safety. The survey recorded results both nationally and locally, to allow for comparison across different regional areas, and separate staff surveys record the opinions of bank workers and GPs, following successful pilots.
Staff opinion remains steady
On the whole, results from the 2024 survey have remained steady and generate similar results across all categories. Of the nine criteria, two of these have unchanged scores from 2023, which are rated out of ten: ‘We are recognised and rewarded’ (5.99), ‘We are a team’ (6.80). Four of these saw marginal gains: ‘We are safe and healthy’ (6.14 up from 6.13), ‘We are always learning’ (5.67 up from 5.64), ‘We work flexibly’ (6.31 up from 6.28), and morale (5.96 up from 5.94), and three of these saw slight decreases: ‘We are compassionate and inclusive’ (7.28 down from 7.30), ‘We each have a voice that counts’ (6.69 down from 6.72), and staff engagement (6.85 down from 6.89). Although most statements were met with similar responses to 2023, some are still considerably lower than 2020 outcomes, such as morale (6.08), staff engagement (7.05), although these have steadily increased since the COVID-19 pandemic. It is also important that, although no outcomes have significantly dropped from 2023 levels –and this might seem like a success – there has also been no noticeable positive change; a score
It is important to note, however, that the survey took place very early on in Keir Starmer’s premiership
of 5.67 isn’t particularly impressive, or indicative of an environment where staff feel supported, heard, and excited to come to work. In a year where the NHS has been promised huge transformations, following the election of the Labour government in July, it seems improving staff wellbeing and morale have fallen under the radar in the pursuit of better waiting list statistics, or more tangible indicators of NHS performance, and though a productive, happy workforce is a huge factor in delivering efficient, effective patient treatment. It is important to note, however, that the survey took place very early on in Keir Starmer’s premiership, with the NHS 10 Year Health Plan still awaiting publication.
Harassment, bullying and abuse remain alarmingly high
Under the ‘We are safe and healthy bracket,’ staff gave ‘negative experiences’ a sub-score of 7.82 out of ten, a slight decrease from 7.83 in 2023. Although this may seem like a positive score, and few negative experiences among E
Again, ambulance staff have reported the most incidents of workplace discrimination
F survey respondents, one in seven staff (14.38 per cent) have experienced at least one incident of violence by patients, service users, their relatives, or other members of the public, making this the highest proportion since 2021. 0.78 per cent of staff experienced at least one incident of physical violence from managers, again up from 2023 (0.72 per cent), and 1.89 per cent from other colleagues, the highest proportion in a while.
Harassment, bullying and abuse, while incrementally decreasing, was still high: more than one quarter (25.08 per cent) of staff have experienced at least one incident of this within the past year from patients, service users, their relatives or other members of the public. Almost one in ten (9.46 per cent) and more than one sixth of survey respondents experienced this from managers and colleagues: both statistics are part of a wider decline, but these figures are still alarmingly high.
One in ten nurses experienced sexual misconduct in 2024
Since 2023, staff have been asked if they have received unwanted behaviour of a sexual nature, including jokes, touching, and assault, within the last year. 8.82 per cent of staff reported at least one incident from patients, service users, their relatives or other members of the public, an increase from last year (8.79 per cent). From staff and colleagues, this figure has seen a slight decrease, from 3.85 per cent in 2023 to 3.66 per cent in 2024. These figures starkly differ across sectors: around one in ten nurses and midwives said they have been the target of unwanted sexual behaviour at work, with ambulance staff most likely to experience this: incidents here were more than one in four (28.79 per cent).
Racism is the culprit of two thirds of discrimination incidents
The survey revealed a diversity and equality sub-score of 8.08, which although higher than its ‘We are compassionate and inclusive’ rating (7.28), is the lowest diversity score in five years (8.1 in 2021). In a similar vein, less than six in ten (55.93 per cent) of staff in 2024 felt that the NHS acts fairly towards career
progression or promotion, regardless of protected characteristics like gender, religion or ethnic background. Discrimination among staff has also increased to its highest level in five years, with almost one in ten staff reporting discrimination within the last twelve months from patients, service users, their relatives, or other members of the public (9.25 per cent) and from managers, team leaders or colleagues (9.22 per cent). The latter has seen a steady climb over the years, from 8.37 per cent in 2020, with 66 per cent citing discrimination on the grounds of their ethnicity.
Again, ambulance staff have reported the most incidents of workplace discrimination, (18.60 per cent), although nursing and healthcare assistants have been the biggest jump, from 14.38 percent reporting discrimination in 2023, to a concerning 16.44 per cent reporting discrimination in 2024.
“…there is still a long way to go for the NHS”
On the staff survey, NHS Providers interim chief Saffron Cordery said: “It is really worrying to see from these findings that staff experience of discrimination at work has increased, with much of it based on ethnicity.
“The gap in discrimination and bullying, harassment or abuse from patients, their families and the public is growing compared with white colleagues.
“Clearly, there is still a long way to go for the NHS in its vital work to tackle racism.”
In response, NHS England launched a new sexual misconduct policy framework in October 2024 which built upon the sexual safety charter published in 2023 which committed to a zero-tolerance approach to inappropriate sexual behaviours towards staff. The framework was released alongside additional policy and an e-learning module, and is the first-ever public sector national guidance in tackling and responding to sexual misconduct at work.
The aims of the framework are to support NHS colleagues in recognising, reporting and preventing sexual misconduct in the workplace, and offer anonymous reporting to make it easier for staff to report any issues they experience or see. The framework additionally provides information and guidance on internal and external support that staff can access should they experience or witness sexual misconduct. In addition, the Worker Protection (Amendment of Equality Act 2010) Act 2023, passed in October 2023, came into force in October 2024, and dictates that employers have a duty to prevent the sexual harassment of employees, and must have steps in place to protect their workers. NHS England’s sexual misconduct policy is informed by this new law, and sets out a rubric for employers to follow in the case of sexual misconduct, giving guidance should a member of staff disclose, witness, or wish to report and instance of sexual harassment or misconduct.
How NHS staff feel about their job has huge impacts on the care they give
the
How NHS staff feel about their job has huge impacts on the care they give. Working in functioning teams with compassionate, supportive leadership is essential to care quality, staff retention, staff wellbeing, financial performance, less violence towards staff, lower error and infection rates, and avoidable patient mortality. Climbing levels of discrimination and sexual conduct not only have huge impacts on staff morale, but also the care they are able to give, and feeling unable to report incidents or seeing no tangible results from reporting only serve to make this problem worse.
Aside from care and performance targets, NHS staff are people too, and it is paramount they feel safe, respected and protected in their workplaces, especially groups more vulnerable to sexual misconduct and discrimination, like women and ethnic minorities. Although positive news can be extracted from the survey results, like the highest number of people looking forward to coming to work since 2020, the high levels of discrimination and sexual harassment cases are unacceptable. The implementation of sexual misconduct framework is a welcome response from the NHS, but more needs to be done about protecting the 26.4 per cent of black and minority ethnics (BAME) from harassment and racism, both from patients and managers. M FURTHER
www.nhsstaffsurveys.com
