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EBME Expo highlights vital role of clinical engineers
The biggest ever EBME Expo recently took place across two days (28-29 June), attracting high numbers of clinical engineers and other healthcare professionals, to discuss key issues relating to EBME (clinical engineering), operating theatres, and procurement. With more expert speakers than ever, the
conference programme offered a valuable insight into how we buy, use, maintain and manage healthcare technology – in operating theatres, diagnostic centres, at the hospital bedside, in virtual wards, and in war zones. Mark Fordham, medical equipment training portfolio manager, at Eastwood Park, summed up the importance of the role of clinical engineers, during a presentation on defibrillators and waveforms, with a thought-provoking quote by Eleanor K. Baum: “An engineer is a problem solver. Not only can engineering be used to solve problems, but engineers can work to make the world a better place, improve conditions and improve lives.”
While the NHS is clearly facing some challenges,
at present, the event also cast a light on the extreme challenges being faced in other countries – a humbling experience for all those in attendance. In particular, delegates were captivated by the experiences of Dr. Iryna Rybinka, who left the safety of the UK for the frontline in Ukraine. After working for the NHS for many years, she returned to her home nation to coordinate aid for healthcare workers through the Smart Medical Aid charity. The charity raises funds and procures medical equipment and supplies for hospitals in Ukraine, and provides medical and paramedical training for the doctors, who are working on the frontline. The audience was visibly moved by her account
of how there is an urgent need to replace destroyed ambulances, targeted by Russian forces.
Latest research highlights leadership challenges for ICSs
Hot on the heels of the Hewitt Review, new research by Skills for Health provides a progress report on how ICSs in England are faring as they implement guidance towards the delivery of the NHS Long Term Plan. All 42 ICSs played a role in developing the
She described how ambulances are ‘repainted to avoid identification’ as they are seen as targets. Delegates also felt the poignancy of her opening comments that her first priority on arrival was to mobilise ‘vast quantities of life-saving tourniquets’. Some of the many take home messages from
the event included the increasing role of artificial intelligence in the MedTech sector, but also the vigilance and governance required to reduce unforeseen risks, associated with its use. Mark Hitchman, managing director at Canon Medical Systems UK, pointed out, although there are significant advantages, AI for diagnostics can be high risk if not monitored for drift in real time. It is currently illegal to let AI in imaging to run autonomously for diagnosis. The NHS also remains under constant threat of cyber-attack and Chad Holmes, from Cynerio, gave an insight into a recent report: The State of NHS Trust IoT Device Security 2023, which found 46% of all devices had at least one known risk that was unaddressed; 11.7% of devices have at least one critical risk; and 36.7% of devices would see reduced risk with proper network-level micro-segmentation. Other topics covered in the programme included: the benefits of RFID, the importance of delivering the right levels of technical training, and how HealthTech can help us reach Net Zero.
report, with 18 ICSs from Cornwall to Humberside contributing directly to the research which identifies several key organisational and leadership challenges preventing systems from reaching operational maturity. More than 120 NHS leaders took part in the study over the course of a 12-week period, identifying the following key challenges and lessons learned: l Insufficient protected time in job roles to support the delivery of clinical and professional leadership development.
l A lack of dedicated financial resources to support said initiatives.
l Conflicting priorities between system partners, restricting the ability to work beyond organisational boundaries.
l Disproportionate engagement across local communities.
l Examples of conflicting current and new priorities at a system level.
l Barriers to communication and engagement within the health and care workforce.
The 150-page report also includes individual case studies from 18 ICSs across England. To view the Skills for Health Clinical and Care Leadership Guidance Report visit:
www.skillsforhealth.org.uk/wp-content/ uploads/2023/07/Clinical-and-Care- Professional-Leadership-Guidance-Report-v1. pdf
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www.clinicalservicesjournal.com I August 2023
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