Theatres and decontamination


of eight hours per theatre, per day. We’ve undertaken a huge amount of work with Trusts looking at this,” commented Prof. Briggs. Core theatre estate usage also varies significantly across UK Trusts, he pointed out. “This means there is a significant productivity opportunity with potential for additional cases per month. To achieve that, we need to work together across the whole pathway to make sure we have the staff, the surgeons, and the anaesthetists and the ancillary staff to make this work,” he continued. He added that another approach that can


make a difference is high flow theatre lists. This innovative approach is designed to enhance the efficiency and effectiveness of elective surgical pathways. By focusing on maximum throughput, streamlining workflows, and optimising resource use, these lists enable more patients to be treated safely and efficiently within a single theatre session. Developed in response to the elective backlog, examples include the Maidstone and Tunbridge Wells Model. This involves anaesthetics being administered in parallel with ongoing surgeries, reducing turnaround times to either zero or a negative figure compared with 20-30 minutes on average on a standard list. “This is utilising your theatre capacity to its maximum ability – which is, again, enhancing efficiency and effectiveness of elective surgical pathways. We’ve seen some fantastic results.” “Ultimately, today is about connecting services to improve the whole pathway, not just part of it…Productivity is a crucial component in getting back our waiting times to where we want to be, by March 2029, which is 92% of patients being treated within the 18-week pathway,” he concluded. GIRFT has published a range of guidance to help support productivity efforts, which can be viewed at: https://gettingitrightfirsttime.co.uk/ hvlc/theatre-productivity/


Digital pre-operative assessment The event went on to look at how technology could provide a solution to driving productivity improvements. Ajay Sooknah, Princess Alexandra Hospital NHS Trust, explored the comparative effectiveness of digital and face-to-face pre- operative assessment models. Delegates were able to gain practical insight into ePOA adoption, patient experience, and operational efficiency. ePOA is a cloud-based pre-operative assessment platform designed to streamline the management of patients scheduled for elective surgery. It supports the shift to best practice, aligning with the GIRFT programme. An early screening questionnaire is sent automatically when pre-operative assessment


and we also now have a bronchoscopy system,” he explained. With this evolution, important lessons have been learned — particularly within sterile processing and decontamination workflows. In earlier adoption phases, challenges such as lack of appropriate equipment or limited compatibility with detergents and automated systems were not uncommon. Things have changed for the better, he asserted, and “we have come a long way” – evidenced by the fact that the company now has dedicated staff to ensure decontamination is given the consideration and support it deserves. “Manufacturing processes have improved;


Ian Dodd, NHS Supply Chain.


is triggered. Patients are stratified into low, moderate and high complexity with GIRFT’s risk matrix based on patient questionnaire scores. Multiple teams can coordinate workflows and gain real-time oversight of each patient’s progress, promoting communication and collaboration from any location. Health information is sent to the patient based on their condition and procedure. With digital screening, patients are risk


stratified and problems identified much earlier, facilitating increased time for surgical pre-optimisation. Following implementation at Princess Alexandra Hospital NHS Trust, the number of pre-operative assessments per week increased by 25%, indicating an improvement in capacity to handle more patients.


Robotics Further exploring the conference theme of collaboration, Lee Clark and Stuart Duncan, from Intuitive, shared an insight, titled: ‘Robotics in Practice: Building a Collaborative Programme for Today and Tomorrow’, exploring how multidisciplinary alignment supports both current performance and future growth. Lee took a brief moment to establish how


many attendees had access to a robotic- assisted surgical system. The audience response highlighted just how embedded the technology has become in recent years. This led to a broader question: whether


surgical robotics should now be considered a standard part of hospital infrastructure, rather than an “extraordinary” addition. He pointed out that Intuitive’s Da Vinci has been described as “cutting edge technology” for some time, yet it has been around for around 30 years. “Da Vinci isn’t necessarily one robot. There are three multi-port systems, a single-port system,


materials have improved. The reliability and durability of these instruments have also greatly improved,” he commented. In terms of acquisition, there are some key


processes that require careful consideration early on. Prior to system delivery, collaboration between the manufacturer and the sterile services department helps ensure that all recommended reprocessing equipment is available. Where gaps are identified, these should be incorporated into the overall business case to support timely procurement. “Collaboration is required regarding


reprocessing requirements, but systems are also more integrated than ever before, so collaboration with IT is a critical factor in implementing the surgical system. “Later on, you will need to look at instrument


trays, whether you’re going to put your instruments into a set or whether you’re going to pack them individually in pouches – all options should be discussed before delivery,” he added. He pointed out that training of surgeons and the theatre teams is another critical factor when implementing a robot. He added: “You cannot forget staff in sterile services – they need to clean the robotic instrumentation before theatre staff can use it and are a key component of a successful robotic-assisted surgery programme,” he pointed out. As clinical teams gain experience, utilisation


of robotic systems typically increases. Therefore, it is important to consider – and prepare for – what the robotic-assisted surgery programme will look like in three years’ time. Capacity, workflows, training, and infrastructure should all be aligned to support sustainable growth. Intuitive’s team undertakes in-person training


with sterile services 1-2 weeks before the first procedure. They also support the team when the first cases arrive, as well as when the instruments first come back. “It’s all part of the collaboration between hospital and robotic manufacturer,” he commented. “There are also webinars and online modules that the team can


July 2026 I www.clinicalservicesjournal.com 29


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