TECHNOLOGY


Clinical needs evolve throughout a pandemic, from detection through to mitigation and containment, but global collaboration is needed for AI to make an impact on a higher level.6


The frustration for me, is that we can be better prepared for future pandemics, respond better and contain outbreaks more effectively but it requires a change in mindset, towards an innovation-led approach that embraces data sharing. The technology exists to do all of these things – we created some of it – but we need to be brave and embrace the transformative potential of information. If Mr Johnson wants to listen, I’ve got a new slogan for him – be innovative, embrace technology, save lives.


References 1 Accessed at: https://healthtech.blog.gov. uk/2020/03/28/the-power-of-data-in-a- pandemic/#:~:text=To%20execute%20a%20 coordinated%20and,that%20protects%20the%20 privacy%20of


2 Jiang F, Jiang Y, Zhi H, et al. Artificial intelligence in healthcare: past, present and future. Stroke Vasc Neurol. 2017; 2: 230– 243. https://doi. org/10.1136/svn-2017-000101


3 Accessed at: https://publichealthmatters.blog.gov. uk/2020/04/23/coronavirus-covid-19-using-data- to-track-the-virus/


4 Hu, Y., Jacob, J., Parker, G.J.M. et al. The challenges of deploying artificial intelligence models in a rapidly


About the author CSJ


evolving pandemic. Nat Mach Intell 2, 298–300 (2020). https://doi.org/10.1038/s42256-020-0185-2


5 Dananjayan, S. and Raj, G.M. (2020), Artificial Intelligence during a pandemic: The COVID ‐19 example. Int J Health Plann Mgmt. doi:10.1002/ hpm.2987


6 Finding a role for AI in the pandemic. Nat Mach Intell 2, 291 (2020). https://doi.org/10.1038/ s42256-020-0196-z


Paul Johnson CEO, Radar Healthcare, has spent 20 years working in operational and technology fields at senior level. He has held positions in technology companies covering service, software and hardware solutions meeting both operational and commercial requirements. He has expertise in helping heavily regulated organisations meet complex working practices through technology and experience, and is co-founder of Radar Software. https://healthcare.radarsoftware.co.uk


Seizing the opportunity for NHS transformation


Deb Sutton and Daniel Wadsworth, TeleTracking insist there is a once in a generation opportunity to transform the NHS using technology and we must grasp it now.


While pandemic planning has long


been part of both Government and NHS strategy, few could have imagined the seismic transformation in service models and patient attitudes that has occurred over a few weeks. According to NHS England, 99% of GP practices are now using remote consultation platforms. Those hospitals with system wide, holistic visibility of bed capacity had a real-time view of the full bed base, providing vital information regarding patient location in critical surge areas and the amount of PPE required. Virtual training sessions have been set up via MS Teams and Zoom to upskill clinical staff to be able to work on COVID-19 wards. ePrescription services have ensured repeat prescriptions are delivered direct to patients at home, reducing pressure on community pharmacy services.


The fact is things have changed.


Finances are different for a start, with the £13.4 billion debt write off. Patient attitudes have also shifted – from the sustained applause for NHS Heroes to acknowledging that not every minor injury requires a visit to A&E, or even a GP. The NHS has been reset and rather than sliding back to compromised processes and bureaucratic delay, why not apply the learning from COVID-19? The pandemic has shown clearly that hospitals


NOVEMBER 2020


need the ability to better separate pathways, both now and in preparation for a second spike and / or a future viral outbreak. So why not now reset the way patients flow through hospitals; give nurses and clinical staff time back to care for patients, automate processes with digital solutions and remove the incessant administrative paper burden that used to keep a hospital running?


Proven digital transformation Mobile applications have played an important role during COVID-19 – with many GPs using their own mobile devices to video call patients. Within Trusts, the use of mobile devices can transform patient flow and avoid the endemic delay in providing patient care. Real-time visibility of the entire bed estate – both across large health economies and single hospitals – provides the foundation for reducing idle bed time and transforming patient flow. Add mobile apps – for bed managers, porters, cleaner and executive teams – to that real-time view and individuals are able to act upon that information immediately. For example, an auto-discharge process, using RFID badges, not only turns the bed from ‘in use’ to ‘dirty’ on the system but also sends a cleaning request to the bed cleaning team which is picked up on a mobile app. After cleaning the bed – removing that task from nurses – the bed cleaner simple clicks ‘complete’ on the app and the bed becomes ‘clean’ on the system and ready to be assigned to a patient. With a portering app it takes just 10 seconds to request a porter.


As soon as the patient is transported, again this is confirmed via the app, the patient is removed from the bed list, and placed in the bed on the system. No manual computer/PAS updates, no phone call, no meeting, no walking, no frustration. No having to manually declare a bed is ready, no manual computer input to turn the bed dirty and then clean in the system. No having to write a request on paper and take it to the porters’ lodge, no manual computer input having to admit the patient into a bed. A process which could take up to 24 hours depending on admin staff shift patterns to complete has happened in minutes, a true flow enabler.


Grasp the opportunity There is a once in a generation opportunity for change. We may be over the first wave of the COVID-19 crisis, but we are being warned to expect a second. As hospitals return to a new normal, there is a huge backlog to address – from outpatient appointments to vital cancer treatments. Yet even when hospitals have been quiet it has taken up to an hour from assigning a bed to a patient to that patient being moved into the bed.


If we return to business as usual, the same problems will rapidly emerge and ‘No beds!’ will be heard at meetings again. It is imperative that policy makers, executives and frontline staff grasp the opportunity; it is imperative to begin business better than usual today.


WWW.CLINICALSERVICESJOURNAL.COM l 41


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100