Name: Mr Christopher Rhodes Company Name: Kemper UK ... Award/Final_LCIA... · water testing. the KHS from Kemper ... size (and number), or ... using the various slide sheets available

Name: Mr Christopher Rhodes Company Name: Kemper UK & Ireland Ltd

Email address: [email protected]

Phone number: 01684 854930 1 x supporting document

Presentation Title: 1. Sustainable Engineering solution for combatting Legionella

Summary: Kemper UK & Ireland Ltd. offer a innovative and sustainable engineering solution to combat Legionella within both potable hot and cold water services. by using the "venturi" principle within a valve programme, the KHS (Kemper Hygiens System) will move cold water as when it needs to do so, 1. working closely to legislation ACOP L8, HTM04-01 and the HSG. and 2. will move water as and when the cold water temperature reaches that, that will sustain bacterial growth.(circa 20deg +) the KHS has been trialled and tested since 2007 at Broadgreen hospital in Liverpool and then at St Marys in Manchester where it is still working today without the use of Chemicals and showing a zero count on water testing. the KHS from Kemper is now recognised by all major consultants and trusts throughout the UK and Europe and is installed in hundreds of hospitals, care homes, hotels universities, student accomodation and private dwellings. the water savings alone in one hospital can be that of up to 30% per annum with no matainence required at all.

Name: Miss Ashton Mitchell Company Name: Sharpsmart Ltd


Phone number: 01332813905 No supporting documents

Presentation Title: 2. Sharpsmart & Liverpool Women's Hospital

Summary: Liverpool Women's Hospital of one of only two specialist NHS Trusts in the UK that are dedicated to the healthcare of women, babies and their families. The Challenge The Trust had been using a single-use system for the disposal of their sharps waste, and having to dispose of such containers saw LWH incinerating 6.5 tonnes of polypropylene plastic per year, as well as incurring significant costs - both of which they wanted to reduce in line with the 2008 climate change act. Simultaneously, one of Liverpool Women's biggest environmental objectives was to reduce their clinical waste and, consequently, their carbon emissions and promote sustainability within the Trust. The Solutions Sharpsmart Reusable Sharps Management System In order to directly address and overcome the issues the Trust had faced with regards to CO2 emissions, compliance, sustainability, protection and education - and to minimise the costs associated with procuring and disposing of their existing sharps containers - Sharpsmart worked with key stakeholders across the hospital (including infection control, Nursing Managers and Health & Safety) in order to implement the Sharpsmart reusable sharps system throughout the hospital. Peer-reviewed in four independent studies, the Sharpsmart system has been proven to eliminate disposal-related sharps injuries and decrease CO2 emissions by 91%. Clinismart Bag-to-Bedside system The trust also introduced Sharpsmart's patented Bag-to-Bedside system; an innovative yet simple system that empowers healthcare facilities to safely and properly deal with waste in a way that is compliant with waste regulations and CQC guidelines. Comprising a range of bespoke components and blended learning tools, including bag dispensers, and waste bin labels, the solution is designed to safely contain and divert waste at the point of generation - helping to significantly reduce costs and minimise the risk of cross-contamination to the patient environment. Included in this was the introduction of an auditing system which allowed the Trust to see exactly what was being put into their waste disposal containers, helping them to understand the source of some of the issues they were experiencing, and therefore seek to appropriately educate staff on proper waste disposal and the enhancement of segregation. Sharpsmart Since the Sharpsmart reusable sharps system was implemented within Liverpool Women's Hospital, the Trust have been able to prevent 10 tonnes of polypropylene plastic from being incinerated, reduce their CO2 emissions by approximately 56 tonnes and save 10% on their sharps management costs. Furthermore, the inherent sustainability of the system means that Sharpsmart will not have to manufacture any additional containers for the hospital to use for the next 10 years, leading to an estimated 560 tonne reduction in CO2 emissions from the trust, and 65 tonnes of plastic being removed from the incineration stream. Clinismart Bag-to-Bedside The introduction of the Clinismart Bag-to-Bedside system and its contribution to enabling the Trust to minimise the presence of waste containers in bay areas has seen 40% of waste diverted from clinical to offensive, infectious and alternative treatment streams - with cost savings of 45%. Its value as an educational tool has helped the Trust stay compliant with CQC guidelines and the 2012 Controlled Waste Regulations. All cost and time-related savings from introducing these systems have been diverted to the maintenance and improvement of frontline services, including waste, portering and domestic services. Regarding the success of the project, John Foley, Environment Manager at the Trust, commented, "By providing a significant reduction in carbon emissions and clinical waste volumes, the introduction of the

Sharpsmart and Clinismart systems to the Trust have greatly assisted with our efforts to become more sustainable in line with the Climate Change Act. The ability to audit and see what is inside a container is a real eye-opener and extremely useful in educating staff." Following the success of the initiative, John has introduced the Sharpsmart and Clinismart systems to another trust, where it is anticipated that similar savings and benefits will be achieved. Sharpsmart and Liverpool Women's Hospital will continue to work together in a bid to further promote sustainable and safe practice throughout - and outside of - the hospital environment through ongoing improvement and KPI meetings, auditing processes, as well as the handling of all clinical and offensive waste.

Name: Mr Chris Rhodes Company Name: Kemper UK & Ireland Ltd


Phone number: 01684854930 2 x supporting documents

Presentation Title: 3. The Engineering solution to combatting Legionella

Summary: Kemper UK & Ireland Ltd are the leading public service engineers for combatting Legionella with the potable hot and cold water services. working with NHS trusts throughout the country Kemper have proven time and time again that the innovative engineered solution KHS (Kemper Hygiene System) is the right choice. working within all legislations to ensure a clean and sustainable water system. once the KHS is installed there are no maintenance or on going monthly charges. with an average ROI of circa 3 years this system proves not only sustainable but extremely cost effective saving almost 30% on water costs year on year.

Name: Mr Andrew Kirkham Company Name: ark


Phone number: 01253781444 No supporting documents

Presentation Title: 4. nhs employee app

Summary: This free of charge service provided by Ark enables individual Trusts to provide a bespoke app service that transforms the way one communicates with its employees, it offers a "one stop shop" of live information that's effectively immediate, most efficient and delivers substantial savings to ever decreasing budgets due to the NO COST factor. It also provides the introduction of new technology into the workplace. The whole project is supported by sponsorship and Ark already holds contracts with over 60 NHS Trust for the free supply, Guy's and St Thomas's of London being one. Having supplied the NHS with free of charge products for over 15 years this is by far the most innovative product for offering and/or providing information in the vast area's of the medical and administrative workplace.

Name: Ms. Elisheva Leybovitch Company Name: iMDsoft

Email address: [email protected] No supporting documents

Phone number: + 972 3 768 2888 x 817

Presentation Title: 5. MetaVision clinical information system

Summary: West Suffolk Hospital sought to replace their existing Clinical Information System (CIS) in order to become a completely paperless unit, with automated clinical documentation, order management and clinical decision support. The hospital looked for a system with the flexibility to meet their changing needs. Further, the hospital had begun reporting to the Intensive Care National Audit and Research Centre (ICNARC), and required a system that would automatically produce the required data in an acceptable format. Nurse workload was a key consideration. The hospital sought to collect ICNARC data without increasing administrative burden for the Audit nurses, and to automatically capture Critical Care Minimum Data Set (CCMDS) rather than have nurses record it manually. West Suffolk Hospital formed a project group that conducted an extensive evaluation of available solutions. The group concluded that MetaVision was the best fit for their requirements. They were impressed with the system's adaptability, which enables the hospital to easily and quickly tailor the system to meet their clinical and operational needs. Clinicians can configure the system in accordance with how they work and incorporate new processes at any point. MetaVision was successfully implemented in the critical care unit in November 2010. The hospital now has comprehensive, accurate, and actionable electronic medical records for their ICU. The system automatically collects and displays patient information every minute and offers tools for clinical assessment and care planning. Its decision support and reporting options promote the delivery of best practices, protocols, and regulatory requirements. ICNARC and CCMDS data is now automatically captured, supporting departmental reimbursement. Clinicians work as usual, and the required data is collected without any extra effort on their part. CCMDS data is exported every month, saving valuable time and enabling staff to concentrate on providing quality patient care. West Suffolk submits information to ICNARC every quarter without employing extra audit personnel. Checks are made before submission to ensure data quality, and amendments are made as necessary. West Suffolk receives the full reimbursement they are due for their activities. The new workflow minimises nursing workload by reducing the number of forms to be completed on admission and at every shift, and eliminates manual data collection issues such as errors and omissions.

mailto:[email protected]


Name: Mrs Diane Hindson Company Name: County Durham and Darlington NHS FOUNDATION Trust


Phone number: 01325 743038 3 x supporting documents

Presentation Title: 6. VERSAL - One Innovative, unique slide sheet design (for patient moving and handling) - simplifies use; reducing user error, improving process efficiency, patient comfort & safety during repositioning.

Summary: 3 Outline - Our unique slide sheet was innovated as a result of a Trust survey which demonstrated that staff get confused with and frequently do not choose appropriate slide sheet type/s, size (and number), or position them correctly for specific repositioning tasks (e.g. up the bed, turning and transferring from bed to bed or trolley), resulting in discomfort and potential harm to patients skin (Document 1). Our patented, now marketed VERSAL slide sheet innovation is ONE size, placed under the patient in ONE position (no matter the task). It is the ONLY slide sheet required for all horizontal repositioning tasks. Since introduction into our 1200 bedded NHS Trust in February 2016, studies show reduced user error. A Loughborough University study demonstrated significantly reduced friction and forces with the Versal versus standard slide sheets and erroneous methods identified. Reason for initiative - 1. A Trust survey showed that a high number of staff were confused and made errors in selecting and using the various slide sheets available on the market, resulting in risk of increased friction and shearing when repositioning patients in bed. Errors included:- • Incorrect choice of slide sheets for specific tasks - there are a great number of slide sheets available on the market (267 on NHS Supply chain) - various sizes, flats, tubular of differing orientation etc. • Incorrect selection of size or number of slide sheet/s required for the task. • Incorrect slide sheet/s placement under patient - (including orientation of tubular slide sheets) for the task. 2. Frequent repositioning is important to protect dependent patients from pressure ulcers, however due to the identified problem there could be a risk to the patient's skin during this repositioning if not carried out correctly. 3. Patient dignity, experience and comfort could be improved during repositioning. 4. Simplifying slide sheet selection, in order to improve efficiency, reduces costs, aid compliance and free up more time to care. 5. Happy staff give better care - many NHS staff suffer musculoskeletal ill health. Reducing friction and forces and therefore effort could protect staff from injury. Initiative - 1. The 'Versal' was designed as an ergonomic solution that makes the correct use the only use - ONE slide sheet, ONE size, ONE placement under the patient no matter the task. It's the only slide sheet required; • Simplifying slide sheet use, • Reducing erroneous methods (therefore reducing friction and shearing and the associated risks) • Improving efficiency (no figuring out which to use, which to order and finding the correct slide sheet required) and • Reducing the need and cost for multiple slide sheets. • Reducing costs associated with sickness absence and loss of staff. Evidence - 1. Loughborough University Study (document 2). 2. Potential skin damage reduction with Versal (results March 2017). 3. Versal testimonials from patients and staff extremely positive (document 3). 4. 'Traditional' slide sheet versus Versal - 78.2% to 3% erroneous use reduction (Trust survey).

Our trust has demonstrated (with the introduction of this ONE unique innovation), simplification of product selection and practice, improved efficiency, improved patient care, staff wellbeing, bringing associated savings.

Name: Mr Andy Barrow Company Name: East Kent Hospitals University Foundation Trust



Presentation Title: 7. RFID device tracking at East Kent Hospitals increases efficiency, reduces costs, saves time and helps improve CQC rating

Summary: In 2014, a newly appointed medical physics management team at East Kent Hospitals University Foundation Trust (EKHUFT) inherited multiple challenges. These included managing a large fleet of medical devices across three sites, shrinking budgets, increasing patient numbers, and the need to improve an inadequate CQC rating. Management of devices was a free for all, crippled by poor maintenance and the inability to find equipment when needed. Clinical staff and technicians were wasting significant amounts of time looking for devices and frequent requests were made to purchase new equipment in order to ensure devices were available when needed. RFID tracking of mobile medical devices supported the introduction of manned medical equipment libraries at our three main sites and has significantly improved management of our medical devices, creating the following benefits: Cost Savings Infusion pumps were regularly in short supply and staff were frequently requesting more pumps to be purchased. RFID improved the utilisation level of devices and data provided by the new system showed that across the three sites there was an excess of 98 pumps, costing around £150,000. Surplus stock has now been temporarily removed from circulation and will be available to meet the growing demand, which means the Trust will not need to purchase infusion pumps for a considerable amount of time. More time for patients Due to location data provided by the system, ward staff now spend significantly less time looking for equipment and more time for patient care. Improved CQC Rating Three years ago, the CQC found a lot of issues surrounding the availability of suitable medical devices: A number of infusion pumps were not clean and wards had to 'beg, borrow and steal' to ensure they could get hold of the required equipment. Now with RFID supporting the equipment libraries, pumps are clean, in service and working. Improvements were evident in the latest CQC report which stated: "Our observations and discussions with staff indicated that access to equipment was good. The introduction of an equipment library (including the use of RFID tags) has been of benefit." Improved management of hired devices RFID enables us to identify hired devices quickly with a simple RFID scan without disturbing patients. This saves a huge amount of time and has delivered significant savings by avoiding late return fines and unnecessary rental charges. Improved patient safety RFID tracking delivers assurance around documentation in areas such as decontamination, planned preventative maintenance, software updating, and locations of use. This has provided us with robust evidence to satisfy regulators and reliable information to support the expansion of equipment in certain areas. With the help of the RFID system we can define stock levels for key areas such as the dedicated buffer store in the A&E department. When stock levels exceed or drop below the specified thresholds, the system notifies the medical engineering team so corrective action can be taken and patient care delays avoided

Name: Professor C. ALAN SHORT Company Name: UNIVERSITY OF CAMBRIDGE


Phone number: 07973 111 484 3 x supporting documents

Presentation Title: 8. Robust hospitals in a changing climate

Summary: Robust hospitals in a changing climate. (PI: Short, Co-Is: Guthrie, Hirmer, Noakes, Lomas, Giridharan) As mean UK summer temperatures continue to rise, the NHS confronts a potential surge in carbon emissions from new cooling systems. Is this inevitable? No. Our group's work shows that it could be quick and economical to make the retained NHS Estate resilient whilst reducing carbon emissions. The Estate is vast but actually, as Rob Smith has so presciently observed, comprises a limited number of recurrent building types from different eras. Our project 'Design and Delivery of Robust Hospitals in a Changing Climate' (DeDeRHECC) identifies nine. We consistently recorded internal temperatures of 24o to 28o C and above within 125 hospital spaces across 'exemplar' case study buildings: Low Rise Courtyard buildings (St.Albans West Herts NHS Hospitals Trust); Low Rise Nucleus hospitals (Glenfield Hospital Leicester); Medium Rise Courtyard buildings (The Rosie Maternity Hospital at Addenbrookes Cambridge); Deep Plan (St.Albans West Herts NHS Hospitals Trust); 'Matchbox on Muffin', towers on podia (The Ward Tower, Addenbrookes Hospital Attachment 3); Slabs; Towers; Pavilions (Northwick Park Hospital Maternity Wing) and pre-1948 hospitals, some 22% of the Estate in 2012, largely comprising Nightingale type ward buildings (Bradford Royal Infirmary). Resilience to overheating resides primarily in the 110 or more remaining pre-1939 ward buildings built faithfully to Florence Nightingale's specifications. University of Cambridge researchers then studied 248 NHS hospitals categorizing each building by type and then measuring the gross floor areas off scaled aerial views (using precision software used by physiologists to quantify complex bone shapes). Attachment 1 summarises the measure, some 12.4 Million m2 consistent with ERIC. The selected buildings were monitored for 2-3 years and then modeled against the predictive climate data. Adaptation strategies were evolved in response to the vulnerabilities exposed. DeDeRHECC revealed that adaptation measures almost invariably deliver mitigation benefits and apparently 'better', more locally controllable environments. This was a surprising finding. Industry-standard, sealed "Passiv Haus" type schemes, super-insulated with efficient heat exchange performed well in 2010 against 2005 climate data but increasingly less well as the cooling requirement becomes more urgent through the century. Moreover, the refurbishment schemes for all types are relatively inexpensive, £900-1700/m2. Attachment 2 is one of many papers focussing on our adaptation ideas for Nightingale wards to deliver resilience, privacy and dignity. The 'zig-zag' was enthusiastically received by Cabinet Office, dubbing it 'Business class for the NHS', preserving the full open volume but arranging the beds at 45o either side of a wardrobe-high central partition set out to a zig-zag plan, offering visual privacy, with five external bathroom towers. Attachment 1 reveals that if all the adaptation schemes were implemented some 93,816 million kWh of energy could be saved annually, equivalent to 456.99 million kgCO2e, some 11.23% of all NHS emissions associated with its 28 million m2 Estate on 2010 data. We believe that the NHS Retained Estate would seem to be a particularly promising place, perhaps the most promising place, to implement an effective public sector adaptation scheme.

Name: Mr Peter White Company Name: Aneurin Bevan University Health Board



Presentation Title: 9. A Rubbish Project: Saving Money and Carbon Through a World First Recycling Innovation

Summary: In November 2015 Aneurin Bevan University Health Board (ABUHB) commenced a trial with the Thermal Compaction Group (TCG) to collect and process polypropylene sterilisation wrap from the Hospital Sterilisation and Disinfection Unit (HSDU) for recycling. The project is a 'World First' as it is the first time that polypropylene sterilisation wrap has been processed on site using a Sterimelt machine. Before the introduction of the trial all the sterilisation wrap from HSDU was being collected into Orange Hazardous Waste bags and consigned as Infectious Waste at a cost of £412/tonne. The majority of the material which comes back from theatres wrapped around the instruments is clean and uncontaminated so is suitable for recycling and reprocessing into new materials. The Sterimelt machine reverses the manufacturing process by applying carefully controlled heat to re-melt the 'Blue Wrap' material and converts it into a liquid that will flow into a mould cavity to create a block of material that is dense and sterile. The machine produces one 12 - 15Kg block of sterilised polypropylene during each cycle with a volumetric material reduction of 85%. The main benefits include diverting a waste currently being unnecessarily classified as clinical waste and heat treated using a very carbon intensive process at high cost, into a commodity that has revenue value. For the Royal Gwent/St Woolos Hospital alone the financial benefits are broken down to a cost avoidance of £1,000 per month in additional to a potential income of £300. It is envisaged that once the Sterimelt process is rolled out across the entire Health Board there will be a positive financial benefit of £20k made up of clinical waste cost avoidance and income from the briquettes. The Health Board can demonstrate a number of benefits in relation to the diversion of material from the clinical waste stream (currently 2 tonnes per month), while producing a commercial polymer with a commodity value. Further plans are in process for collaboration with a major established Healthcare Supplier to look at creating the use of 3D printing technology directly from the hospitals own "plastic waste", therefore creating a closed loop recycling model which benefits the circular economy. The Health Board applied for and secured funding from the Bevan Commission Health Technology Exemplars programme which has provided funding and support for ABUHB staff to work in partnership with industry to implement an innovative health technology in the NHS. The Bevan Commission funding (£7.5k) has enabled a member of the waste team to work on the project for a period of four months to optimise the Sterimelt process and scale up the concept throughout the Health Board's other hospitals. Moving forward there is great potential to scale the Sterimelt concept up both within Wales, the UK and throughout public and private hospitals across the world. There has been extensive interest across the UK already with visits from large London based acute Trusts and Health Boards in Scotland. Interest has also been received from South Africa, Australia, Europe and the USA.

Name: Mr Alan Newman Company Name: Troup Bywaters + Anders



Presentation Title: 10. Lister 'Our Changing Hospitals' Redevelopment, Stevenage

Summary: In 2008 the Trust acknowledged that to achieve a sustainable estate to support their clinical objectives a leap of faith would be necessary to invest early in services infrastructure projects. This innovative thinking was two years ahead of the Carter Report. Troup Bywaters + Anders supported the Trust, as part of an embedded Estates team, by setting a plan of very ambitious targets to improve resilience, reduce carbon, provide flexibility and manage risk. This plan delivered substantial savings as identified in detail on the "Highlights" attachment. Most significantly these are: + A carbon reduction of 20% by 2013, double NHS targets set for 2015 + Reduction in overall backlog maintenance by £14.5m + Delivery of £24.6m capital savings in 2015 / 2016 + All major projects were better then HTM 07 EnCO2de carbon targets, with the new ward block having a 14.5% improvement. + The Lister Hospital surpassed the NHS target carbon emission reduction of 10% by 2015, two years early with an improved reduction of 20%. Stephen McPartland - MP for Stevenage said of the scheme "I am delighted to have worked with Jeremy Hunt, Secretary of State of Health, to secure the overall £72million for Phase 4 of the Lister Hospitals redevelopment. We are now approaching a massive investment of £150million that is transforming the Lister into one of the most modern and advanced hospitals in the UK. I would like to take this opportunity to congratulate our staff who are saving lives on a day to day basis and putting patients at the heart of our hospital. I am proud the Lister is becoming a centre of clinical excellence and I am proud of our local NHS - this is a fantastic day for Stevenage" The main engineering services focus was a total reworking of how energy is delivered and a full upgrade of the ageing electrical distribution network, providing security of supplies appropriate for a major acute hospital. The new CHP embraces emerging technologies such as injecting waste heat into an existing steam to hot water system. The scheme is widely recognised across Hospital Estates Management bodies as an exemplar carbon reduction and cost saving model (winning the IHEEM Sustainability Award 2013). Over the 15 year ESCo contract, circa 60,000 tonnes of CO2 emissions will be saved. It took just 32 months to complete from an OJEU standing start, one of the fastest in the NHS to date, whilst maintaining full services on site throughout. The electrical upgrades have enabled the Trust to engage in STOR with 32 demand response events in its first year bringing £60k income and reducing TRIAD charges by £100k. "Since completion, we've had a number of other hospitals coming to see both the energy centre and the sites electrical infrastructure set up for National Grid demand response programme, which they are keen to learn about" Dean Goodrum - Director of Estates and Facilities The overall site redevelopment was recognised at the Building Better Healthcare Awards in 2015 as Winner of the Estates Improvement Award.

Name: Ms Giovanna Forte Company Name: Forte Medical


Phone number: 020 7683 1964 3 x supporting documents

Presentation Title: 11. Clinical Innovation in Specimen Collection and Diagnostics - Delivery Operational Efficiencies and Savings

Summary: Every year over £30 million is wasted by the NHS on the retesting of urine specimens due to contamination. Research shows the potential for right-first-time analysis and diagnosis through urine is a post-code lottery with contamination rates from the 173 NHS Trusts varying from as little as 0.3% to as high at 73%. With the national average at 18%, the solution, the Peezy Midstream, is proven to drive contamination rates down to as little as 1.5%. That's 98.5% accuracy for the 65m samples collected each year. Designed by NHS GP Dr Vincent Forte to solve the problem of repeat visits from patients with UTIs, the Peezy Midstream is a highly engineered single injection-moulded funnel with a track record of successful clinical evaluations and reduction in contaminated specimens. How it works: • Rejects first 8-10ml of potentially contaminated urine • Moisture from urine causes expansion of compressed cellulose (natural) sponge, which blocks exit • Midstream urine is diverted into collection tube (30ml or 10ml) • When tube is full, excess urine exits through second, separate duct (funnel cannot overflow) • Laboratory receives reliable specimen • Patient, tube and environment remain clean and dry • Right-first-time analysis diagnosis and treatment follows Safe, accurate and hygienic. It's the only MSU collection system that meets guidelines outlined by the Public Health England UK Standards for Microbiology Investigation of Urine 2016, HPA and the UK Health and Safety Executive. These specify a need for non-touch collection and midstream urine, which no method of collection other than Peezy Midstream can deliver. Clinical evidence from London and Barts NHS Trust, Pennine Acute Hospital NHS, UCL School of Medicine/The Whittington NHS Trust and a NHS National Research Institute Usability Study all testify to the efficacy of this novel approach. Plus, encouraging results from Stanford Medical School with a contamination reduction of 45% in their most difficult setting, A&E. The £30 million saving is borne out by the Health Economic Model developed by an independent consultancy with a track record of NHS work; it's purely based on the cost of laboratory retests at £7.76 each. Add to this indirect costs of resourcing/administration of repeat appointments and then unnecessary prescribing of broad-spectrum antibiotics and other expensive treatments, savings released by unlocking beds as patients are correctly treated and discharged, accurate orthopaedic pre-admission results avoiding surgery cancellations and combined, these reach over £1.5 billion - over 10% of the NHS budget spent on supplies and almost the entire NHS deficit as outlined by the NHS Confederation. Today: of the 250,000 urine samples collected every working day, 45,000 patients receive equivocal results from their samples meaning they may not be correctly diagnosed and treated. At best, this means incorrect prescribing and, at worse, loss of life through misdiagnosis. Tomorrow: right-first-time analysis, diagnosis and appropriate treatment of ailments saving the necessity and multi-million-pound cost of repeat testing and appointments; efficient and time-saving for all. Available on the NHS Supply Chain at 87p (including wipe and collection tube) & UK Drug Tariff.

Name: Mr Martin Easter Company Name: Hygiena international



Presentation Title: 12. Simple test measuring cleanliness gives many improvements

Summary: Poor hygiene is known to cause infections. The NHS spends £725m per annum on cleaning but it relies on visual assessment despite the fact that it gives "misleading over-estimate of cleaning that undermines infection control strategies" (Jones 2009). Research shows visual assessment only detects gross lapses in practices and only 40% of hospital cleaning policies are actually delivered. The financial impact of poor cleaning is huge, the NHS Productivity Review 2016 showed that a small improvement in cleaning practices alone would save £93m. The introduction of a simple objective measurement of cleaning has improved hygiene standards and the understanding for the delivery of high quality services. ATP hygiene monitoring is a simple, rapid, objective measurement. The technology is well proven, recognised globally and given the highest recommendation by the Department of Health / Public Health England Rapid Review Panel. At the Southport and Ormskirk hospital, using the ATP test to continuously monitor cleaning processes has driven impressive results to achieve a clean and safe hospital and reduce infection rates. Val Hume, team leader, domestic services explained "Using ATP has made staff more aware of the need for quality cleaning. If the result is high they are upset, as they are proud of their work. Its great benefit is that it's an instant measure of cleanliness. ATP gives you a clean hospital." Objective measurements provide numerical quantitative data that provides a tangible yardstick to communicate best practice. It identifies hots spots instantly allowing immediate corrective action. This allows for open discussions on all cleaning and maintenance related issues and stimulates actions for improvement and transforming staff practices that were previously not possible. The Hygiena ATP monitoring system has many applications within hospital environments from domestic services, infection control, planned care, community equipment, medical equipment, ITU, theatres, sterile services and endoscopy and in catering. Earlier adopters such as North Tees and Hartlepool NHS Trust have shown a consistent and marked improvement in cleanliness and reduction in infection rates since its introduction in 2008. The results have shown a >20% improvement in pass rates and large reduction in fail scores less than 5% with a corresponding decrease of 35% in C. difficile cases and a 39% reduction in infections per 10,000 occupied bed days. Monitoring officers, independent from nursing and environmental services staff, were assigned to act as project champions for individual facilities, reporting to departmental managers wherever poor cleaning was discovered and where corrective action was required. Monthly reports were circulated for cross-functional team meetings of nursing, facilities and infection control staff. Similar improvements are seen in USA where the CDC also recommends the use of ATP as part of the monitoring tool kit for environmental cleaning. User in American hospitals commented that the ATP technology showed that their preconceptions were flawed and it helped to refocus their cleaning practices. The ATP cleaning verification system has dramatically improved hospital cleanliness, optimised cleaning performance and personnel training, increased the productivity, commitment and moral of cleaning staff and reduced infections rates.

Name: Miss Kamala Pradhan Company Name: MTX Contracts LTD

Email address: [email protected] 3 x supporting documents

Phone number: 01616940123

Presentation Title: 13. Northwick Park Hospital, London - Use of innovative practices in delivering substantial saving, efficiencies and carbon reductions to the trust

Summary: In November 2014, London North West Healthcare NHS Trust identified a requirement for additional clinical bed capacity. Part of which would be constructed to accommodate patients with infectious diseases including Ebola, MERS and Malaria. The project was to be completed adjacent to one of Europe's busiest A&E departments and in the fastest possible period ensuring complete compliance and with a design life of 60 years whilst also complementing the adjacent hospital estate. In January 2015 and following mini competition tender Northwick Park Hospital engaged with MTX Contracts Ltd to construct a five-storey building. The client chose to engage with MTX on the basis that their proposed innovative construction solution would provide a HTM and HBN compliant and functional building meeting the clients exact requirements which would be delivered in less than half the time of a traditional construction solution and with less disruption to the existing hospital estate. The MTX solution was to provide a hybrid modular building which would comprise of 105 modules each of which would be constructed off-site and away from the busy hospital estate. Each of the building modules was modelled utilising Revit software which allowed for a large majority FFE and MEP services to be completed off-site. In parallel with the building being constructed in a quality controlled factory environment MTX were on site preparing the sub-structure for the building to be sited onto. The sub-structure was made up of a 172 augured piles which were installed during normal working hours. On completion of the sub-structure and having completed 80% of the super-structure off-site MTX carefully completed the delivery, craneage and installation of 105 modules. Following a meticulous planning period with the hospitals delivery team the building was installed over a period of just three weeks. Following building installation our teams were deployed to complete the on-site finishing works including commissioning and soft landings. The overall innovative delivery strategy that allowed for the sub-structure and super structure to be constructed in parallel created many benefits to the hospital and we have identified some key areas below: Speed of delivery with completion in less than half the time of a traditional solution allowed the trust to commence treating patients a year in advance allowing the hospital to generate a return on their investment much sooner. This in turn provided our client with significant savings against their capital programme. Due to a large proportion of the building being constructed away from the busy hospital environment a dramatic decrease in transport and vehicle movements was achieved. Local labour close to the manufacturing facility allowed labour and resource to work locally prior to the building installation resulting in significant reductions to carbon emissions. Other advantages included: • Reduction on the amount of on-site working labour • Reduced demand on existing hospital infrastructure • More opportunity to recycle within the factory environment • An engineered solution Other key points: • Repeatable room design • Touchdown staff bases


• Solid concrete floors to each level • 17No Air handling units • Incorporated combined heat and power • LED lighting throughout • Photovoltaics

Name: Mr Brian Back Company Name: Radio Data network

Email address: [email protected] 1x supporting document


Presentation Title: 14. Blocked Sewer, Drain and Stack Alarms

Summary: In the battle against infection it is of paramount importance to detect blockages in drains, sewers and stacks before a spill occurs causing contamination and encouraging the spread of diseases around Hospitals. Without the ability to have X-ray vision into the sewers, usually the first time a blockage is detected is when it is too late and sewage has already backed up and started to spill out of a drain, toilet, shower or manhole into a walkway. As anybody in the health sector will know deep clean following such as spill can be costly, running into many tens of thousands of pounds, plus on top of this is the untold cost of the cancelations, ward closures, treating infections and the impact on performance targets. In contrast if a blockage is detected early is can cost just a few tens of pounds to clear. After gaining a reputation for detecting blockages in the Utilities' sewer networks, Radio Data Networks were approached between 2015 and 2016 by a number of Hospital Trusts to apply its technology to the healthcare sector. However, it was found that sewers in hospitals posed some unique challenge as they are a mixture of horizontal pipes, drains and vertical stacks, many of which were found to be totally sealed and inaccessible. Further, there was the issue of communication and ease of adoption. In spite of all the hype of IoT nobody was in favour of alarms being delivered to a cloud, instead all wanted to use the existing infrastructure - the Building Management System. The ultimate solution became a hybrid of three distinct technologies for detection and importantly a single common platform for delivery called a Gateway. For blockages in horizontal drains/ sewers a wireless battery powered dielectric high level alarm transducer called the BDT was deployed with great success. For accessible vertical stacks a wireless battery powered pressure transducer system was developed that triggered on the build up of pressure and converted the pressure change into an alarm at the Gateway. Finally, the big challenge, the sealed sewer runs without access chambers. These took some really radical out of the box thinking, with the ultimate solution being a micro-power no-flow detector that could be fitted at the outfall and used to raise an alarm if no flow was detected in a given time period. Again like the other solutions the solution was wireless and battery powered to obviate the need and cost associated with running cables. In all cases feedback from deployments have been very positive with systems installed in over 20 Hospitals and Mental Health institutions. In particular one PFI holder recently reported that the no-flow stack monitoring system had been used in anger twice within the first 6-weeks of installation and had such effectively paid for itself more than twice over in that period. In summary, the RDN systems permit the early detection of blockages and the mitigation of incidents before they become economic disasters.



Name: Clare Nash, Senior Nurse Clinical Procurement and Productivity Programmes

Company Name: The Royal Wolverhampton NHS Trust


Phone number: 07824 407 950

Presentation Title: 15. Delivering operational efficiencies and savings through the introduction of new engineering innovative technologies

Summary: In Spring 2015, The Royal Wolverhampton NHS Trust partnered with TeleTracking Technologies to implement TeleTracking's real-time Patient Flow and Tracking solutions to improve patient flow, access, discharge planning and quality of care across the 800-bed organisation. Transitioning from an environment of siloes and disjointed activity, patient throughput functions are now coordinated through a Centralised Capacity Team, which supports staff in delivering efficient, quality care by providing real-time location and status visibility to all inpatients, beds, staff and equipment. The aim of the IT transformation programme was to demonstrate how technology can support sustainable operational efficiencies in a healthcare setting and had several objectives, including: 1. Improve patient throughput, access, discharge planning, quality and safety. 2. Redesign processes and functions of the Patient Flow team for greater efficiency through 24/7 access to live bed state. 3. Remove burden of non-administrative tasks for frontline staff by automating workflows. 4. Provide staff with real-time alerts to patient safety risks, isolation area alarms, and patient walk out alarms and a tool for escalation of staff safety concerns. 5. Monitor all staff-patient-asset interactions for infection preventing tracing and care hours per patient day. The implementation, which began in 2015, involved the badging of 1,500 assets, 4,000 staff and all in-patients, making it the world's largest deployment of RTLS technology in a healthcare setting. Coupled with process redesign, the technology has enabled the Trust to automate their portering and bed cleaning functions. The real-time visibility, status and location of inpatient beds, patients and staff allows for precision patient placement from all intake areas. Operational efficiencies are also seen through the solution's automated workflows and contextual communication for staff, reducing the time spent on administrative tasks. Since go-live in spring 2015, the Trust has seen some early outcomes and savings: 1. No extra winter pressure beds opened during winter 2014-15 at circa £250 per bed per day, an estimated cost avoidance of approximately £1million. 2. A reduction in ED breaches from 45% to 11% due to lack of availability of inpatient beds. 3. Reduction in the number of medical outliers from >3,000 in FY2014-15 to 1,000 (forecasted) for FY2016-17. 4. 10.8% reduction in Length of Stay across medical wards since 2013, attributable in part to the programme and service redesigns. 5. Reduced locating time of assets from >60 minutes to 20 seconds, giving patients more timely intervention. 6. Advanced analytics capabilities to report on Care Hours Per Patient Day as highlighted by Lord Carter, with the ability to report on the SAFER Patient Flow Bundle. 7. Reduced bed turnaround time after a patient vacates the bed to 35 minutes. 8. Overall, the Trust has experienced a 10% increase it in its inpatient volume from 2013-14 to 2014-15 compared to a 3% increase across NHS England without a commensurate increase in staffing spend or additional inpatient capacity. Through a combination of adoption and ownership, the Trust has adopted a consistent message that real-time Patient Flow and Tracking solutions are implemented as an operational tool to support staff with delivering the most efficient, quality care for patients. In 2016, the Trust was confirmed as a NHS Improvement Patient Flow Software Implementation Pilot, that forms part of the National Elective Care Plan, agreed with the Secretary of State. The Trust will share progress, benefits and best practices from TeleTracking's Command Centre model and IT operational solutions with fellow NHS Trusts. Supporting Links:


1. Clare Nash Podcast https://podcast.teletracking.com/rtls-patient-staff-tracking-royal-wolverhampton-nhs-trust/ 2. David Loughton, Chief Executive, Video: https://www.youtube.com/watch?v=OUbGkNmsUAA

Name: Mr Stephen Finch Company Name: Omnia-Klenz Ltd


Phone number: 01386 881914

Presentation Title: 16. Intelligent Flushing of Water Distribution System Outlets

Summary: In our view, this innovation has the potential to demonstrate all three of the items mentioned above. Intelligent Water Flushing - (Patent Applied For) Headline: Current Water flushing procedures are costing the NHS millions of pounds and are largely wasteful, uncontrolled and based on a complete lack of information regarding the actual usage of water outlets; the Omnia-Klenz 'Intelligent Flushing' programme allows significant savings to be made in water resources, energy and manpower and also delivers valuable healthcare benefits. Sub-Headline: Water flushing of outlets on a large water distribution system is an essential part of Infection Control and is practised throughout the healthcare environment. Currently, the whole process is based on a complete lack of knowledge of the utilisation of outlets and as such is an immensely wasteful process in terms of valuable resources and is extremely costly to perform. The 'Intelligent Flushing' programme provides extensive detailed information on the utilisation of each outlet, allowing focussed flushing to take place on those outlets that are clearly under used. The information is analysed in a bespoke software package, and provided in a simple to access format and essentially provides a 'Yes' / 'No' answer to the question 'does this outlet need to be flushed?' Bullet Points: • The process is automatic, Wifi enabled and accessible via remote links to the 'Cloud' • Energy, Water and manpower cost savings are inevitable using this technique • No input is required from healthcare professionals, save to read the report and act upon it Visual: Image of device ** shown in document one The device is fitted to the external surface of the hot and cold water pipes, and the data is automatically downloaded at a predetermined frequency. Outlets in a given location can be grouped together to allow a daily, weekly, bi-weekly report to be produced summarising outlet usage in a given period of time. A print out as shown below, makes the interpretation of the data very straightforward for users: Layout of print out** shown in document one The procedures also have an 'Audit' capability to allow the fact that an effective Flushing Programme has been carried out, as shown below: Additional Layout of Audit print out ** shown in document one In addition, the process has the capability of adding a further dimension to Infection Control and hand washing monitoring by combining the output data from toilet cistern flushes with the data from associated hand washing facilities in the same location. This process has been demonstrated to the Estates Department personnel at the Brighton and Sussex University Hospital Trust (Estates director & Deputy director) and a full scale trial on an active ward is currently in progress, utilising 29 monitors covering 56 water outlets. This approach has also been successfully utilised to identify the serious phenomenon of microbiological 'back contamination' of water distribution systems (evidence has already been seen, during our trial at BSUH), as outlined in supporting document 2. Our recommended approach to address this issue is to localise the source of microbiological infection and disinfect locally, using our patented 'In-Situ' disinfection process, which is also currently being evaluated at the BSUH Trust facility, as outlined in Document 3.


Name: Miss Jane Hack Company Name: IntelliCentrics



Presentation Title: 17. IntelliCentrics SEC³URE commercial visitor management service - enhancing security, safety, compliance and reducing operating cost.

Summary: Safety and security is particularly challenging in today's busy healthcare facilities. Hospitals are faced with providing convenient public access, whilst also protecting everyone on site. So, it is imperative that access, particularly to patient-sensitive areas, is carefully managed. Although hospitals ensure that their staff have the appropriate training and immunisations, there is a high-risk group over which hospitals have had limited control - yet have legal and duty of care obligations for¹ - commercial visitors. The clinical support, product innovation and training that companies bring can be crucial, but commercial visitors can also pose challenges, e.g.: • Increased infection risk. Commercial visitors often visit multiple hospitals in a week², and access high risk areas such as theatres. HAIs cost the NHS £1bnpa³, so mitigating risk in this area directly contributes to reducing the cost of care and also litigation costs • Unsanctioned product purchases and pricing variation. In his interim report on productivity in NHS providers⁴, Lord Carter observed "Whilst there will always be a need for companies to provide clinical support for NHS clinicians...this is often clouded by the need to make sales. The proliferation of sales representatives selling in the NHS is a huge cost...". Indeed, recent surveys⁵ found 85% of hospital budgets are impacted by pricing disparity and unsanctioned product purchases and only 8% of hospitals knew how many commercial visitors were in their hospital • The cost of staff time in sales meetings and also processing commercial visitors and checking their credentials. In order to help hospitals to reduce these costs and risks, IntelliCentrics developed and trialled a new UK commercial visitor management service at Leeds Teaching Hospitals in 2014, which over the last two years has been implemented in hospitals across the UK. Firstly, IntelliCentrics' SEC³URE service gives hospitals a full view and audit trail of commercial visits, replacing mainly manual, paper-based processes. In fact, Lord Carter referred to the information the SEC3URE service had afforded Leeds Teaching Hospitals, saying "At one point 650 sales representatives were targeting one hospital in England, with 65 on site at one time"⁴. Hospitals are also able to control access and pre-approve meetings, and the credentials of commercial visitors (training, insurance, immunisations⁶) are checked to ensure compliance before they arrive onsite. It is cloud-based, so is simple to implement, with no IT system installation. Furthermore, it is provided at no charge to hospitals. Commercial visitors who access high risk areas pay a subscription fee to cover the processing of credentials, and subscriptions are free for those accessing low risk areas. Efficiency and productivity savings include, • Chelsea and Westminster Hospital reduced commercial visitors to their main theatres by over 60% (all unsolicited visits, no reduction in essential visits). Estimated savings of 864hrs per annum in surgeons' time alone⁷, plus reducing the associated risks of infection, of unsanctioned products and alleviating pressure on hospital facilities • Average savings of 1,170 hours pa in hospital staff time spent checking-in commercial visitors, per hospital area, based on 50 visits pm, equating average cost saving of £23,000pa⁸


Name: Professor Paul White Company Name: Cambridge Univesrity Hospitals NHS Foundation Trust


Phone number: 01223-216471

Presentation Title: 18. The use of active and passive RFID systems, adopting GS1 standards, are integral for effective medical device management. Cambridge University Hospitals NHS Foundation Trust have used RFID and GS1 to ensure maximal asset utilisation, aiding productivi

Summary: Medical devices play a crucial role in health and care services. Clinical engineering teams have to locate equipment daily and ensure maximal asset utilisation to aid productivity, efficiency, reduce risk and improve patient outcome. Maximising medical device utilisation reduces capital replacement costs and reduces planned preventative maintenance requirements. Benefits of using active and passive RFID technology to track and manage medical devices are far reaching. In 2014 the Department of Health mandated every Trust in England and every supplier of products and services into the NHS to comply with GS1 standards by 2019/20 identifying people, products and places. With unprecedented financial pressures, RFID (radiofrequency identification) technology has proven to be effective in managing medical devices, providing necessary information and process controls to manage devices more effectively. Cambridge University Hospitals NHS Foundation Trust's (CUH) adopted RFID due to difficulties in locating equipment, delays in patient care, poor equipment utilisation, under delivery on capital investment, inability to account for medical devices, infection control difficulties, inflated rental charges and an inability to follow device use to deliver patient care. In 2012 clinical engineering chose an active RFID system addressing these challenges. CUH has pioneered the use of active and passive RFID technology to manage mobile medical equipment and in 2015 became the first trust in the UK to introduce GS1 standards for tracking medical devices. RFID scalability has enabled gradual roll out the system, starting with 900 active tags in 2012 and increasing to the present combined active and passive tag total of 37,500. The 30,000 GS1 compliant passive tags have replaced previous asset labels. Active tags are read by a network of fixed readers installed in strategic points across the hospital. Passive tags are read by a trolley-based passive reader and mobile handheld reader. The RFID database is integrated with CUH's asset management system for fully informed decision making. Key benefits have been achieved: • Reduced capital expenditure of new devices by over £400,000 by improving utilisation levels of existing devices • Cost savings in ad hoc hiring of specialist equipment is expected to exceed £300,000 for 2016/17 • Elimination of time wasted searching for devices, leading to improved efficiency of clinical engineering teams, and better utilisation of clinical staff time contributing to improved patient care • Reduction in inability to supply devices from the Medical Equipment Library as well as allowing 98% of deliveries within 30 minutes • Ward audit time reduced from four to six hours per ward to just 10 minutes, allowing more frequent auditing and improving data accuracy from 65% to over 90%. • Improved risk management and patient safety through the adoption of GS1 standards The future is to further use RFID, incorporating more applications across the trust. RFID is a key tool providing vital information and data within the Trust. RFID technology, with use of GS1, has improved efficiency, productivity and contributed to improving care. It has become firmly rooted in our systems and processes within the trust.


Name: Mr Craige Richardson Company Name: Leeds Teaching Hospitals NHS Trust



Presentation Title: 19. Understanding the business

Summary: As an integral part of the Leeds Teaching Hospitals Trust, our Estates and Facilities teams have developed and embedded a range of technological and innovative practices, which have been instrumental in transforming its services - year on year. The transformation process for E&F at Leeds has been a 5 year journey to date and continues at pace. Over this time we have seen the quality of our services improve, increased staff morale and a significant reduction in our operating costs. Over the past 3 years these changes have enabled us to reduce our operating budget by; 14/15; £3.5m 14/16; £4.9m and 16/17 on target to overachieve our target of £5.5m. This should be seen in the context of being one of the largest and more complex E&F teams in the NHS, who already compare favourably on quality [PLACE], efficiency [ERIC] and cost effectiveness [Model hospital]. During this same period, our Trust has moved from a CQC rating of Improvements required to Good. Effective Staff engagement has been key to achieving this. In 2015/16 we undertook what could be the largest survey of E&F staff in the NHS - with a return rate of 64% [circa 1,350 responses]. This year has seen a return of around 50% and some of our best results to date. Decisions have been informed by sound analytical interpretation of a range of data sources. The team have shown creativity in developing new ways of working which have not incurred additional costs. Some of the changes include; - Technical Business Development/ understanding the business; Some Improvements in efficiency and innovation were dependent upon a "Technical Business Solution" The Estates and Facilities Technical Development Team worked with operational colleagues to improve the quality, timeliness and range of information available supporting these services which enabled operational managers to assess "live" situations and potential hot spots while also to helping to inform future service redesign. 1. Facilities "Hub" - The team introduced the Facilities Hub Concept which manages the control and despatch of seven operational functions across five sites on a 24/7 basis. 2. Our "Flight deck" was introduced. Managing such a range of dynamic front line services can often be challenging. The flight deck provides live data for all sites for manager to monitor/ manage and respond to ever changing circumstances. 3. Logistics Racetrack - The concept "Logistics Racetrack" established that during any given day there were numerous deliveries and collections from every ward and department from service providers (porters, post, supplies, linen etc) The Logistics Racetrack removed duplication, increased efficiency and reduced the number of deliveries to wards and departments. 4. Estates Works Management system. A new EWMS was introduced across the whole Trust. This enables the control and dispatch of tasks direct to Estates operatives our on the shop floor, via PDA's 5. Implementation of electronic monitoring of security patrols, allocation of security personnel to dedicated clinical areas, roving mobile units, introduction of high tech body cameras have all contributed to a reduction in criminal offences and a further reduction of assaults on staff. 6. Electrical Infrastructure ; installation of a new HV network at St James's and the installation of new emergency standby generators at Leeds General Infirmary. The combined value of this work is around £40m and has enabled the Trust to manage the risk to clinical services during a period of significant change. 7. Cleaning; The team have re-engineered cleaning specifications and introduced enhanced cleaning initiatives including a 24/7 rapid response service, introduction of a specialist IPC supervisor and all discharge cleans. This has removed or reduced nursing responsibility for these key requirements releasing them more time to care. This year the team have also implemented the DoH PAS framework across all 5 sites 8. Catering; This year the team have led on the Re-tendering process for patient meal across 3 Trusts in the region.

9. Portering; Introduction of a centralised system which manages the control and despatch of Portering staff across five sites on a 24/7, 365 basis. The fully integrated system has enabled them to meet current demand and improve response times. Over the past 3 years we have managed to reduce Portering waiting times by over 50%. 10. Corporate Management; Introduction of a robust performance management framework for each services Underpinning all these changes and improvements at Leeds, is the work that the E&F team have led across the West Yorkshire region. The West Yorkshire Association of Acute Trusts [WYAAT] was established in Summer 2015, placing an emphasis on greater collaboration. The E&F teams at Leeds have played an instrumental role in this, leading all of the soft FM workstreams. Benefits thus far include; - Joint procurement of patient meals for 3 Trusts - Trails for shared services [Leeds and Huddersfield] - Exploration of regional menus - Detailed benchmarking and shared best practice

Name: Mrs Sarah Swain Company Name: Lancashire Teaching Hospitals NHS Foundation Trust



Presentation Title: 20. Lancashire Teaching Hospitals NHS Foundation Trust: How it's used innovative technology to secure efficiency and productivity gains

Summary: Lancashire Teaching Hospitals NHS Foundation Trust (LTH) implemented Ingenica Solutions' innovative inventory management solution, AtticusTM, to improve procurement and supply chain processes; cut costs, reduce wastage, secure greater financial and operational efficiencies, and improve patient safety. Innovative solution The first GS1 certified inventory management solution in UK healthcare, AtticusTM enables LTH to meet key government requirements; eProcurement Strategy and GS1 standards, and respond to the Carter Review. It was implemented in the busiest, most challenging and highest spend area; the operating theatres, with an aim to provide an organisation-wide view of inventory levels, and assign costs to both patient line and service line. Unlike other solutions, AtticusTM is configurable across multiple areas with different processes; allowing LTH to use just one solution to achieve procurement and supply chain excellence across the trust. Substantial savings & efficiencies It enables the management, and tracking and tracing of products and supplies in and out of the hospital, from low cost bandages to high value medical implants. LTH can also build a picture of usage; who, what, where and when products are used on patients. Outstanding results: 1. Significant cost-savings a. £3 million of balance sheet adjustments recovered through stock visibility b. Reduced time spent by clinicians undertaking procurement/supply chain activities. Saved 7,104 clinical hours; equivalent of four FTE c. Reduced wastage. 2. Improves patient safety a. Better stock visibility and transparency b. Track and trace capability c. Reallocate clinical time spent on admin duties to frontline 3. Improves stock and data management a. Greater transparency b. Better quality data 4. Cleaner, more organised environment a. Less space needed to manage stock b. Space reassigned for clinical usage c. Establishment of a centralised theatres store 5. Ability to manage consignment stock more effectively a. Now able to work consignment as maximum stock holding b. Reduced overstock in orthopedic implant store by £500k c. Ability to pinpoint short dated implants and exchange prior to expiry date Transforming staff practices Creating new processes and procedures opened staffs' eyes to the possibility that technology enables efficiencies, and provides real information about the organisation and cost drivers; a valuable advantage. Every item of stock required is checked and delivered daily to theatres without clinical involvement in procurement or supply chain processes, improving stock control and management. Theatres management and procurement now collate clear usage data, including real-time usage, costs and traceability by batch/serial number from point-of-receipt to point-of-use at patient level.


Future focussed Flexible enough to meet LTH's multi-faceted, challenging clinical environment, with a proven development and functionality future roadmap, AtticusTM has been rolled out further; to more than 130 areas, including 25 ward areas. LTH supports others in their evaluation of solutions, and shares best practice through open days to demonstrate the solution, and via work with the Department of Health and GS1. LTH and Ingenica Solutions are identifying how further economies could be created using the technology to work with other trusts, widening the approach to collaborative procurement and stock management; presenting even greater potential for efficiencies.

Name: Miss Fiona Daly Company Name: ADSM



Presentation Title: 21. Driving HOSPITAL innovation through water conservation

Summary: 1. Use of innovation and/or innovative practices in delivering substantial savings, efficiencies and carbon reductions to the Trust At ADSM we are passionate about helping public sector organisations achieve peak operational efficiency, conserve valuable resources and deliver cost and carbon savings - all whilst having a positive impact on society. We recognise the increasing pressure on available capital allocations, the need to ensure absolute compliance across [often aging and ever changing] estate portfolios and the pressures on estates, facilities and corporate departments to drive the best value care for patients through an efficient and effective estate. So ADSM created a unique grant funding programme that allows the delivery of an innovative proactive model that helps NHS organisations deliver true triple bottom line for their organisations - Aquafund. Aquafund is the only grant scheme of its kind in the UK and delivers real savings within 10-12 weeks. The circular fund works by providing access to capital at no upfront cost to an organisation in order to deliver a comprehensive, five year approach to water resource efficiency and water conservation solutions. Taking a backward look at the organistaions fiscal data, carrying our comprehensive site surveys and establishing engaging relationships with the onsite teams, we are able to establish accurate baselines against which to measure success; propose and implement practical interventions which save cost and carbon; and design ongoing process will allow for proactive interventions to ensure cost avoidance from items such as future leak detection. The savings are shared equally, with our proportion being returned to the fund to allow other public sector organistions to achieve the same benefits. The fund is open to anyone and all the risk for achieving savings sits directly with us - if no savings are made, no savings are claimed. Our approach is currently helping NHS Trusts to achieve between 12-40% of their water usage; the variance reflecting the variety of estate and feasible interventions for lifespan of buildings - reducing consumption, cost and carbon. The fund offers an important third dimension. As well as wanting to save 1% of global water use, part of our mission is to take 5 million people our of water poverty. Every year 1% of the annual turnover of the fund is donated to WaterAid and used to support specific projects across the globe to achieve this. This allows for additional social value to be added for Trusts, at no additional cost. We are also proud to be creating the UK's first set of comprehensive water benchmarks through our AquaMark programme. This ground-breaking work will allow organistions to accurately view their performance in their industry sector, as well as against their peers. The first publication of these benchmarks will be available in Spring 2018. Every organisation who joins the Aquafund is also contributing to this unique and innovative work and will have access to the results as soon as they are published.


Name: Mrs Alison Gentle Company Name: Moorfields Eye Hospital & Stanburys Ltd

Email address: [email protected] 1 x supporting document


Presentation Title: 22. Delivering an Innovative FM Solution at Moorfields Eye Hospital

Summary: Delivering an Innovative FM Solution at Moorfields Eye Hospital The main location for Moorfields Eye hospital, NHS Foundation Trust, is a C1800's building envelope. It has incorporated various buildings over the years and now resides over the whole land parcel at 162 City Road. Consequently the occupiable area for the hospital operations is one that is not conducive to modern, efficient practices. The Moorfields 2010 10-year strategy is outlined in their 'Vision of Excellence' Directive. This was one of the main drivers, outlining future requirements, which promoted this project and submission. Some of the reports specified tasks, identified for the Facilities Management Team, and introduced to enhance the services, were: • To introduce system thinking and provide knowledge regarding spatial resource and identify inefficiencies • Provide a means to collate, report and analyse spatial data to provide a more efficient environment for the hospital operations • Design and develop a unique innovative CAFM (Computer Aided Facilities Management) solution, purely based on embedded Autodesk software as the driver, where existing AutoCAD skills are transferrable (this is the first in Europe) • Manage leases and department occupants, with email notification. • Design and develop an application to summarise the Lord Carter recommendations on clinical / non clinical usage • Provide a paperless Computerised Maintenance Management Solution for all asset management needs and monitor compliance • Provide a full asbestos register and detail locations on drawings • The solution should be a 'one stop shop', where all documents, records, drawings, assets, photographs etc., can be accessed from one central repository • Moorfields to take ownership of their own data, assets, drawings and records. Information to be updated in-house and drawings should be a shared resource, as part of the Business Knowledge portal. This was the undertaking when the Director of Estates and Facilities, Chris Harding, took up the post at Moorfields. He introduced new work practices, based on his experiences, improving standards, delivering operational efficiencies and transforming staff practices. This has been based on professional team-working and strong innovated partnerships, which are accountable and supportive of each other and of Moorfields. To this aim a partnership was formed with Stanburys, an SME based in Hertfordshire, with over 30 years' experience of providing innovative solutions to large property portfolio holders. Stanburys' software, emis (Estates Management Information System) and their surveying and data verification teams were commissioned to provide services to capture and identify the spatial locations graphically. The graphics provided a new visual dimension to proposed changes. The Estates Team decided to develop a unique Autodesk powered engine for the CAFM. This would not only be of value to the whole team and projects moving forward but also lend itself to and integrate with the 3D world of BIM (Building Information Modelling) and asset data management. These FM goals were achieved in 2016. Moorfields data was refreshed to encompass the new emisCAD® software. Development included innovative requirements outlined by Lord Carter and the existing ERIC spatial data summaries, which can be analysed and updated using dashboard technologies.


Name: Ms Claire Kennedy Company Name: South West London Pathology



Presentation Title: 23.

Summary: South West London Pathology is a multi-award winning pathology provider. Three NHS Trusts (St George's University Hospitals NHS Foundation Trust, Kingston Hospital NHS Foundation Trust and Croydon Health Services NHS Trust) collaborated to deliver a single, integrated, NHS-led pathology. The aim was to maximise efficiency by consolidating their pathology services. They now process over 35 million tests per year, catering to 3.5m people across south west London via 3 hospitals, 230 GP practices and 30 healthcare centres. This complex project included the implementation of a unique IT networking program, the likes of which has never before been used to network pathology services. Harnessing a best-practice 'hub and spoke' delivery model, the integrated system provides a wealth of benefits including: • INNOVATION: key to the project's success was the development of a unique IT networking program, the likes of which has never before been used to network pathology services. This revolutionary program enabled the integration to be completed in less than half of the standard timeframe. • FLEXIBLE: the new IT system enables SWLP to make on-going minor adjustments to the system themselves adapting as needed to changing clinical requirements. • SCALABLE: everything from the volume of data being processed to the functionality and the volume of organisations in the network can all be expanded quickly and easily. • TECHNOLOGICAL INNOVATION: the new automated laboratory systems have increased efficiency and quality improvements helping to deliver faster and more accurate results with fewer staff required. The implementation of MALDI-TOF mass spectrometry allows accurate, rapid, and inexpensive identification of microorganisms isolated from clinical specimens. In addition, molecular techniques including PCR assays have transformed the service. • COST-EFFICIENCY: £11.5m has been generated since launch, enabling the project to achieve an ROI of 31% to date. Looking forward, it will provide annual savings of c.£5.9m, representing 20% of the on-going direct costs of the pathology. • EFFICIENCY: turnaround times for tests now consistently outperform the Royal College of Pathologists' national guidelines. • RANGE OF TESTS: has increased by 3% (equating to 45 new tests), thanks to 84 new pieces of equipment. • TRANSIT TIMES: have reduced by 31% due to the efficiency of the new integrated transport solution across the sites. • SAFETY: has been maximised as data is shared across the network, providing medical staff with a holistic view of a patient's history - a vital benefit, as 30% of patients visit multiple facilities. • NEW CLIENTS: the benefits listed above are also helping SWLP to outperform their rivals and win new client contracts such as providing Latent TB Testing across London on behalf of Public Health England. They are soon to publicly announce a contract to run pathology services for a specialist hospital in north London. TESTIMONIALS 'Innovative', 'effective', 'efficient' and 'sustainable' are just some of the words SWLP's business partners have used to describe the project. GLOBAL RECOGNITION SWLP have shared their knowledge by showcasing their laboratories to NHS and private pathology providers from the UK, Europe, Middle East, South Africa, China and Australia.



Name: CEO Mary Spio Company Name: CEEK Virtual Reality


Phone number: +0018774079797

Presentation Title: 24. Virtual Reality Training for Improved Clinical and Financial Outcomes

Summary: 88% of cardiac arrests occur at home; sadly less than 8% of victims survive, effective bystander CPR can triple a victim's chance of survival. Unfortunately, most people do not know how to do CPR. CEEK VR has created an infant, child and adult VR CPR application for patient and professional healthcare personnel education. Our focus group of EMTs, parents, nurses, clinicians and care takers all indicated that they felt more compelled to save the life of the victim when they were in the VR environment, unlike watching a video they were more empathetic learning using our VR CPR App. The faces and places they encountered in the virtual world stayed with them long after they completed the VR course. VR is the next computing platform. The shift is already in motion. CEEK VR's Medical education modules are transformative and innately change our understanding, our thinking and ultimately our lives. It's an opportunity for NHS to innovate in how both medical professionals and patients are educated. These modules offer incredible life-saving benefits, with the potential to help doctors and nurses diagnose and treat virtual and actual patients. No matter how complicated the procedure, without any risk to a living person, a surgeon can practice a procedure in a fully immersive environment or a scientist can conduct research. We have partnered with several schools and healthcare organizations to create Virtual Reality training and education of nurses, healthcare professionals, assisted living staff, physician's assistants and doctors. Our technology also encompasses artificial intelligence, machine learning for integrating clinical gestures, arm poses and motion detection by (Electromyography ) EMG sensors needed for the interactive training modules. We have already created infant, child and adult CPR training modules and is in the process of creating other highly frequent procedures such as tracheal intubation, emergency medical transport (which helps clinicians minimize exposure in treating patients with highly contagious), as well other critical yet rare procedures like Tracheostomy (cutting patient's throat to access airways during life saving emergencies). Currently there are no viable means to practice many of these highly critical procedures. CEEK Knowledge offers multi-rescuer VR Modules and interactive technology for delivering healthcare training, residency, certifications, continuing medical education and general patient education. VR Training includes interactive and realistic VR models of the human anatomy used to demonstrate functions of various organ systems - better medical education leading to better health care. Our modules eliminate the need for cadavers and live subjects and significantly improves understanding. An overall engaging educational context, supporting learning-by-doing and contributing to raise staff motivation and competence. The result is increased patient safety and substantial cost reduction at all levels.


Name: General Manager Scott Pryde Company Name: Genesis



Presentation Title: 25. Point of Care Traceability & Inventory Optimisation

Summary: There are immediate patient safety, cash releasing and productivity benefits from implementing point of care traceability and inventory optimisation in all NHS trusts. In January 2017, these topics were the subject of press coverage by the BBC, Sky and other national publications, where Genesis are featured at Salisbury NHS trust. We are currently the market leading technology provider to both Scan4Safety and GS1 sites across the NHS. Our solutions are essential to enabling real-time inventory management and supply chain efficiency as described in the Lord Carter review. We are now building the evidence of how these solutions can generate a compelling saving, at the same time as delivering improved patient safety. Examples include; Patient Safety Scan4Safety, National Safety Standards for Interventional Procedures (NatSSIPs) and GS1 initiatives all emphasise the immediate need to improve patient safety by tracking medical products, expiry and recalls at a patient level. We have tracked medical devices being used at the point of care and for the first time can evidence that there is a routine practice across the NHS of using expired product in patients. Because we can also identify expired and expiring product usage across our wider customer base, we can estimate that there is an approximate 3% risk that a patient will have an expired product used on them. This includes implants where there are no studies of product efficacy out with the prescribed expiry date and where trust are not indemnified if something goes wrong with an expired product. Inventory Optimisation, Cash Flow & Cost Improvement Inventory optimisation demonstrably improves the cash position of trusts both in recurring and cash releasing savings, as well as liquidity. Because we have the largest group of trusts in the NHS tracking inventory in real time, including consigned inventories from suppliers, we can for the first time quantify the true extent of product variety and the impact upon cash-flow and write off's. We can provide actual write off and inventory optimisation figures for each of the trusts that we work with in key specialisms such as Orthopaedics and Cardiology. When the average is taken, and scaled up across the NHS, we estimate that there are £800M of jointly owned inventory (around 17%of the NHS spend on Medical Devices), with stock turns as low as 2.5 for implants and expiry/wastage write off-of around £80M. This is the first time in the NHS that these metrics have been tracked systematically across multiple hospitals. Costing Accuracy High variability in costing accuracy across the NHS is undermining control of procedure cost and variance. Accurate, real-time, tracking of; staff, item and overhead costs will be key to ensuring best practice and claiming associated cost and income improvement. By matching procedure cost data and income data, we can quantify the significant variance and ambiguity that surround current PLICS processes. These are just a few of the ways in which our innovative point of care solutions have improved efficiency and safety and there are many other ways that we will be evidencing and publishing in the coming months including; tracking the uptake of device innovation and enabling clinical supply chain variation benchmarking across trusts.


Name: Prof Duane Passman Company Name: Brighton and Sussex University Hospitals NHS Trust


Phone number: 07802-787589

Presentation Title: 26. Redevelopment of the Royal Sussex County Hospital: The 3Ts Programme - Innovation and Efficiency

Summary: The need to harness best practice and innovation is at the forefront of the Trust's plans to redevelop the Royal Sussex County Hospital in Brighton. The capital cost is £485m and the first major stage will open in 2020. This will deliver a step-increase in capacity in clinical services and significant changes in physical design (proportion of single rooms, size, layout of facilities etc). The building element of the project is the largest publicly funded hospital project for a generation. The original hospital building, which is one of 11 buildings that will be replaced by the redevelopment, was completed in 1828: 20 years before Florence nightingale became a nurse. This legacy, and the piecemeal development of the site since then, leaves the Trust with significant challenges in providing high quality, safe and efficient care across an estate that is increasingly difficult to maintain in operation. This is not just a building project; rather it is a programme of work in the true sense of the word. The redevelopment harnesses the work streams around technology, process management, design, service improvement, engineering and workforce development towards common goals. This innovative approach focuses the energies of the redevelopment towards making changes to the estate, achieving the clinical service design and shaping the workforce to meet the future needs of patients and address the challenges that arise in 21st century healthcare. This holistic approach ensures efforts are coordinated and information shared across all work streams. Underpinned by the leadership or participation of staff from within the 3Ts Programme Office, the impact of one aspect of the programme is understood by all the others. This submission therefore draws together a response to all three attributes of the submission criteria as they are inextricably interlinked in the redevelopment's operation and end goals. To provide a high quality, safe and efficient service the redevelopment will make full use of (in outline): • Technology - The redevelopment team is investigating and investing in technologies to aid staff working and to provide reassurance and easier access to services for our patients. This includes technology to make the building "smarter" when in use, to ensure that it works efficiently; • Process - most notably, the redevelopment's buildings have been rendered into a virtual reality environment. Research suggests this is the first time this has been done in the UK. Staff will have the opportunity to immerse themselves in their new environment before it is completed. This will aid in the smooth transition between facilities and reduce the need for disruptive post-contract works. Measures are also being taken to ensure every pound spent is optimised; • Design - The site is being radically re-engineered to optimise clinical adjacencies and to increase the efficiency of staff and patient movements around the site. The changes reflect the evidence base for design and involve significant inputs from artists; • Service Improvement - the work stream is ensuring that there is a joined up approach across the Trust and that the same methodologies that inform the redevelopment are brought to bear in business as usual planning. This will minimise the disconnect when the new facilities open. In particular, the approach to benefits realisation has detailed goals and clear metrics. • Engineering - The new facilities' combined chilling, heat and power and energy efficient measures will reduce energy bills and save carbon. New ways to provide engineering services, which take advantage of wireless technology, are also under consideration; • Workforce - Innovative approaches to staffing models and role design will support staff in adapting to the physical changes and new models of care in the new facilities. This includes establishing an Apprenticeship Academy which supports a "grow your own" approach to recruiting new staff. The overall approach to the opportunities and challenges of the redevelopment is innovative and reflects the ethos of the programme in seeking to bring the hospital from the 19th to the 21st century in just nine years.


Name: Mr David Kershaw Company Name: ProCure21+/ProCure22



Presentation Title: 27. ProCure21+ and York Teaching Hospital NHS FT: Use of Repeatable Rooms to Improve Patient Outcomes and Staff Efficiency and Productivity, whilst Reducing the Cost of Construction

Summary: Introduction Lilac Ward is a £4m 32 bed in-patient surgical ward, replacing an old Nightingale Ward, at Scarborough Hospital for York Teaching Hospitals NHS FT. Designed and built by Kier, under the Department of Health's ProCure21+ framework this new build ward at first floor level, is built over an existing ward (Maple) at ground level, with associated Hospital street link extension. Completed March 2015, Lilac Ward was the first completed P21+ Repeatable Room, Assembly and Standard Component pilot project and has been subject to a Government Soft Landings compliant Post Occupancy Evaluation over the last 2 years. The study has measured predicted and actual outcomes, for clinical and non-clinical, encompassing patient, staff, Estates and Facilities measures. Lilac Ward demonstrates that an evidence based, consultative approach using the latest innovative practices, including the P21+ Repeatable Rooms iPad App, can create both a supportive environment in which to deliver and receive care, but also offer added benefits in terms of safety, productivity, efficiency, value for money, quality and improved outcomes. Lilac Ward typifies how collaborative partnership working, a holistic approach and innovation, can deliver the Carter Review targets across the NHS. Efficiency and Productivity benefits have been realised at each stage including:- Design and Construction Stage

7% Design fee saving £100,000+ standard component savings 60 hours of consultation time saved Net:gross floor area ratio 10% higher than the nearest benchmark Innovative rapid proto-typing of layouts enabled time spent with staff to focus on the best

possible ward arrangement, from an operational efficiencies and patient experience perspective compared with the same footprint ward (Maple) Lilac achieves:-

o Double the number of single bedrooms at 50% o 4 more bedrooms at 32 beds o Improved sight-lines, observation o reduced travel distances o Flexibility in-use In-use, Post Occupancy

30 minutes saved of non-productive time per staff member per shift 79% less maintenance time required than Maple ward 50% less energy used than Maple Ward Medication errors, already low, are halved Pressure ulcer rates, of 1 per 291 patients, are less than a 1/3rd of the National average Falls rates, remain at the National average despite the increase in single rooms and elderly

patients Nursing staff vacancy rates, of less than 3%, are below a 1/3rd of the National average Patient experience scores have nearly doubled at 86.7%

Anecdotal feedback in discussion with those working and receiving care on the ward highlights its successes too:-

"team interaction is great" "on Lilac Ward you always feel present and involved" "staff want to be on Lilac, there's a real sense of ownership and pride"


"Patients and families love it" "Lilac ward is so spick and span, a lovely ward to be poorly in"

Shared learning Lilac Ward outcomes are being shared nationally and internationally, at IHEEM, EHD Congress and IFHE-EU, informing current ward developments across the NHS and private healthcare providers.

Name: Ms Zoe Holiday Company Name: DDC Dolphin LTD



Presentation Title: 28. Product Innovation - Wall recessed Pulpmatic Uno macerator

Summary: DDC Dolphin's Wall Recessed Pulpmatic Uno is a compact and discreetly concealed single use medical pulp macerator with a click & fit disinfection dosing system. In 2012 an international hospital development company required a wall recessed macerator to meet increasingly stringent infection control standards and improve the user and patient experience when disposing of human waste. Martin Priest, DDC Dolphin's Founder and Chairman, along with the DDC Dolphin team of development engineers set out to evolve this process and developed a Wall Recessed Macerator with innovative design features including; • Fully concealed services improving the look and design of the sluice, isolation or patient's room and saving much needed hospital space • Elevated and fitting flush into the wall allowing for full deep clean of hospital room floors • Self-contained Click & Fit disinfectant dosing system ensuring equipment is kept germ free • Reduced noise levels - by being built into a stud wall during the second fix of a new build hospital thus improving patient experience • Antimicrobial Nano technology, wipe clean, crevice free surfaces to improve infection control • Totally hands free operation for convenience of the user, reducing the potential for cross infection • Audio prompt system with bespoke language options The Wall Recessed Macerator is most suitable for new build hospital and care home projects where the product can be accounted for during the initial planning stage to make the use of the space saving features. All staff, from the innovations team to the customer & service engineers feel passionately about improving hospital staff and patient experience. Winning such a prestigious award would be welcomed by the whole team who continue to change the perception of human waste disposal within the healthcare industry.

Documents

Name: Mr Christopher Rhodes Company Name: Kemper UK ... Award/Final_LCIA... · water testing. the KHS from Kemper ... size (and number), or ... using the various slide sheets available