5.10.22 Seminars

Apprenticeships form a cornerstone of the NHS People Plan, which encourages an increasing number of young people into estates and facilities careers and expands routes for professional development within our existing workforce.

Apprenticeships support long term workforce opportunities across roles such as engineering, facilities management, domestic services, catering, and sustainability.

In this workshop you will:

• Learn more about how you can use apprenticeships to upskill existing staff and attract new talent.
• Hear about how collaborative employer procurement you can select quality employer responsive training providers
• Understand more about the long-term benefits and return on investment apprentices create
• Learn about how you can support the HEE / NHSE apprenticeship challenge

Section 710 (medical locations) of BS 7671 has been developed over the past 10 years to incorporate internationally agreed standards. The IHEEM Electrical Technical Platform (ETP) have worked tirelessly to improve resilience and in turn the maintainability of electrical systems to all hospital infrastructure including emergency and critical systems.

This presentation focusses on the ETP led interpretation of the electrical standards and guidance which have been produced to improve the resilience and maintainability of electrical systems. The presentation will use anonymised examples to demostrate the changes and reasoning for those changes to Section 710.

The presenters will discuss guidance and interpretation of the wiring regulations including application of Section 710 in other parts of the standard including but not limited to Chapter 56 Safety Services.

The presenters will demonstrate the requirements of BS 7671 and associated guidance where used in conjunction with current HTM documentation so as to bring about compliant resilient designs focussed on maintainability, inspection and testing of the intallation which is able to rise to the challenge of supply availability.

'Mental Health', that old chestnut.

Is it your get out of jail free card?

Is it the new stress?

Is it another pandemic?

We all know about the importance of looking after your mental (and physical) health. We all want to feel good and look good and we all know what we should be doing. Yet we choose not to do it, leaving it until it's too late and our lives literally depend on it. And even then, old habits are so hard to break aren't they?

Us humans will mostly be attracted to the easy or convenient. Improving your health is rarely easy or convenient. It's a long game of boring consistency regardless of how you feel.

Let's explore why people ignore the warning signs and allow themselves to continue down the path of unfulfillment, repeating the same thing yet blindly hoping for different results. Or hiding behind excuses.

Let's look at the most simple strategy of getting back to basics. THE BASICS can be the foundations of change for you.

Told from real experience of drug & alcohol abuse, hitting rock bottom, seeking professional help, adhering to The Basics and a new mindset and life created.

Hitting your rock bottom needn't be the only way to find a new way. We all deserve to feel good about ourselves and make progress, to act with purpose and set the example.

To best advise and help others you must be an inspiring example, this presentation will provide you with a strategy to do just that.

It's an inside job, work on your mindset and emotional intelligence first, to then be able to change your outside world. To be able to make clear decisions and take action.

Do it for yourself first, to then be there for your team.

In January 2020 the UK Government gave the green light to 40 digitally advanced hospital projects. Since then, a number of Trust's have been preparing their Outline Business Cases to support these redevelopments. This long-term, strategic investment in the future of the NHS to ensure world-class healthcare staff have world-class facilities to deliver cutting-edge care, requires investment in the right buildings and facilities where staff and patients can utilise technology and data to deliver better, integrated care and empower people to manage their own health.
The NHSx and ATOS document sets out a Blueprint for Digital Innovation giving guidance to National Hospital Programme Scheme Directors together with detailed design principles. This is based on international and industry expertise, global digital exemplars and best practice, provides a structured approach to help guide local discussions for the adoption of technology in the new hospitals through a set of design principles.
There are two key documents that NHSX have issued: The Health Infrastructure Plan - Blueprint for Digitally enhanced hospitals: This blueprint recommends type of technologies and potential technologies for consideration - the content within a digital hospital and the design principles behind them and secondly Intelligent Hospitals - Delivering Digital Standardisation, giving guidance on how to deliver a digital hospital. With some OBC Equipment budgets running north of £35m, the interface with the digital technologies is now imperative.

The Hillingdon Hospitals working with MTS Ltd have interpreted this into a working document of assumptions and costs to support the OBC having looked at where the responsibilities might lie for the specification, procurement, installation and commissioning of all these technologies. The National Hospital Programme schemes which include advice on "Delivering Digital Standardisation" has an 89 point checklist which have been addressed and the implication to both cultural readiness; the cost of these technologies; and the responsibility have been addressed.

Globally, healthcare is significantly challenged by rising antibiotic resistance, hospital-acquired infection, staff shortages, capital, and operational funding pressure. In deploying the Pharmafilter system, hospitals are removing the input of pharmaceuticals, including antibiotics, to the environment via hospital wastewater - a critical point in antibiotic stewardship. In addition, essential support services are automated, benefitting staffing, operations, economics, hygiene, patient and staff safety.

From waste management to water use to the near-zero carbon targets, Hospitals are operating under increasing environmental regulation at a time when demand for care is growing. Hospitals are required and expected to treat and care for patients while also contributing to a healthy society and sustainable environment. The decentralised Pharmafilter approach of combined on-site of hospital waste and wastewater treatment has proven environmental benefits while improving patient care.
The healthcare sector possesses a unique healing purpose. Yet, hospitals are key point sources for specialised pharmaceutical and microbiological residues entering the environment. It is a substantial source of contamination that can endanger ecosystems and the environment and accelerate the development of antimicrobial resistance (AMR) - a severe public health threat.

Up to 90% of orally administered pharmaceuticals are excreted into wastewater as active substances in the faeces and urine of patients. This enables pharmaceuticals and their metabolites to be released into the aquatic ecosystem through hospital effluents. Due to technical and economic constraints, it is not possible to remove these contaminants at a receiving wastewater treatment plant because of the specialist techniques required,
As design intends pharmaceuticals to interact with living organisms, even low environmental concentrations are a concern. While conventional medicines are frequently consumed in the community, more specialised pharmaceutical products, e.g., cytostatic drugs, (restricted)antibiotics, and X-ray contrast agents, are principally administered in hospitals and clinics.

In addition, the generation of waste categories within a healthcare setting and the management, and disposal continues to generate unprecedented challenges in terms of increased volume and increasing cost for all concerned. Moreover, the global waste supply chain is undergoing transformative realignment and adjustment. Given ongoing environmental legislative reform, whereby healthcare risk waste is becoming restricted to the country or jurisdiction it arises, placing limits for official shipping and movement for disposal around the globe, the Pharmafilter system is at the nucleus of resolving these challenges.

The Pharmafilter on-site system and operation method is a combined approach to efficiently and economically managing healthcare-generated wastes and wastewaters at the source. The platform improves service delivery and achieves better outcomes for the hospital, its patients, staff, and the environment.

The interface between AM and BIM is in information management. AM requires structured information; BIM can provide it.
Working together to understand and use the information management standards (ISO 19650 et al) allows information silos to be opened up, processes to be integrated and the provision and use of digital information to be aligned with AM priorities to address specific purposes.
It is difficult to overstate the fundamental degree to which AM activity relies on information - complete, accurate, clear information about the buildings, facilities, infrastructure and equipment that make up the assets being managed.
It is difficult to overstate the importance of strategic asset management in enabling effective healthcare estates planning, facilitating the involvement of digital tools and techniques, and providing the basis for reaching net zero targets and improving infrastructure resilience.

Mutual interests and support
BIM can help AM in many ways. By working together at the Information Management (IM) interface, BIM can provide sharable, structured data with visual tools to enhance understanding and communication. This can work in a continuous loop with both strategic information forming a reliable foundation and dynamic data adding real-time enhancements.

Firstly, BIM can provide accurate information to help build a better understanding of the asset base, compile asset registers, assess and record condition, meet statutory requirements and improve system functionality. Secondly, and perhaps less well appreciated, BIM can also provide valuable means to affect asset management outcomes, with better-informed decisions, improved suitability for purpose, increased energy efficiency, reduced unit cost, and better asset performance.

Asset Management and BIM - A Mutual Dependency.

The aim of the presentation is to enlighten the audience on the career development pathways available for a range of individuals working within healthcare E&FM sectors.

Career progression pathways should focus on depth (progressing through the levels from Technician, to CP, AP, AE through to E&FM roles) and breadth (the range of specialisms available to support individuals to multi-skill across a range of disciplines). We will explain that breadth is just as important as depth and how it can be a much more attractive progression pathway to those not wanting to take on ultimate management responsibility but wanting a more varied and fulfilling career within the Healthcare E&FM sectors.

The presentation will also cover the different delivery methods available to support both depth and breadth in terms of apprenticeship training (level 2 through to level 8), short courses (online, face to face and blended delivery) and compliance training. It will reflect on the limitations that some of these methods have for developing competence.

We will also remind the audience of the E&FM apprenticeship options that are available to all individuals and not just the younger generation or new entrants. All NHS trusts will be paying into the apprenticeship levy and may not be aware of the variety of programmes available to them to maximise the spend against their contributions. We will also touch of the skills gap growing within the sector and provide an overview of the apprenticeship statistics within the Health and Science sector and impress how much time and focus needs to be committing to tackling the skills gap issue.

Examples can be provided of some initiatives we are running at Eastwood Park to try and respond to the skills gap and age demographic issues we have within our E&FM workforce.

BDCFT is a small mental health and community Trust with a big ambition: to be recognised as a leader in sustainability and environmental improvements within the NHS and our local community.

We would like to showcase how the Trust is embracing change across a range of departments and staff groups to deliver meaningful change since publishing our Green Plan: Greener Together and our carbon reduction plan.

We will discuss the different activities we have done, including basics like energy efficiency and a Heat Decarbonisation Plan, as well as initiatives such as our Smarter Working programme and Community Estates Review.

We will highlight what our Carbon emissions are, including Scope 3, how we calculated it in-house and actions we are taking to embed change including staff engagement and (Carbon Literacy) training, and embedding sustainability decision making.

We will mention the wider sustainability issues our Green Plan aims to tackle, including climate change adaptation, resource use and use of green spaces and biodiversity.

We will also discuss how we are a key player in a variety of forums, including the ICS Sustainable Procurement Group and the national Mental Health Trusts' Sustainability Network: Green Minds.

We will conclude by summarizing how we are using our position to engage suppliers and contractors and our plans for the future.

The C&M Sustainability Board was developed to create a forum for ICS, Health, Social Care and Voluntary Sectors to collectively develop a partnership approach to sustainability and innovation. The Board has around 100 members and provides opportunities to share good practice and encourage collaboration between organisations, so that we can improve as a system and ensure accountability and that the principles are being embedded across the Partnership.
• The sub-groups for the Board provide a platform to share examples of work taking place across the Partnership - and wider- to share learning so that we can capture best practice examples and set realistic priorities based on the existing work processes taking place.
• We pride ourselves on developing and maintaining a partnership approach with our local authority and voluntary sector colleagues, involving them with an aim to create and develop sustainable good practice across sectors. Through this approach, we collaboratively developed the Social Value Award. The award aims to help organisations to achieve their staff and volunteer recruitment and retention strategy, deliver Corporate Social Responsibility, Social Value and recognises organisations as an 'Anchor Institution'.
• In line with the Greener NHS Programme and three-year strategy to net-zero, the Partnership and Trusts have been developing individual Green Plans which will feed into the overarching ICS Green Plan.
• This work has led the Partnership's approach to ensuring sustainability is a part of all that we do, setting an expectation that sustainability and social value principles must be demonstrated across all Programmes, within all Places. We have established ambitions and priorities within our ICS Green Plan, which was developed collaboratively, including the ambition for all NHS trusts and the ICS to gain the Navajo Charter Mark - a signifier of good practice, commitment and knowledge of the specific needs, issues and barriers facing LGBTQIA+ people in Merseyside.

Foleshill Health Centre - The UK's First Passive House Certified Primary Healthcare Facility
Completed in June 2021 and in use since August 2021, the proposed presentation will provide an update on in use performance of this UK first. Foleshill's sustainability ethos drove every project stage, focusing Passivhaus goals and overcoming challenges, with all targets achieved to date it is now subject to 3 years of monitoring to evidence its sustainability performance credentials.
Foleshill's new Health Centre is a breakthrough NHS project which stands out from the crowd as an exemplar ultralow carbon health care solution, demonstrating a different way of creating innovative low carbon emission assets and gaining cost, time, safety and environmental benefits from its application of Modern Methods of Construction, use of offsite manufacturing and certification to Passivhaus Classic standard. It is a proof-of-concept project for the application of Passivhaus techniques and certification for NHS primary care healthcare buildings, in the NHS's drive towards zero carbon by 2040.
Sustainability of this BREEAM Excellent project derives from cost and energy reductions over its 60 year lifecycle compared to a traditional building. Initially higher construction costs are offset by energy savings creating a 2.5% reduction in life cycle costs within 25 years and further increase to 8.6% over 40 years. Modelled annual energy consumption will be just 31kWh/m2 GIA compared to 98kWh/m2 for an equivalent traditional build health centre, saving 411 Tonnes CO2. Post occupation, three years of monitoring commence to validate the model.
This presentation will provide a first review of the in-use performance of the building and provide an update on lessons learnt from inception to practical completion and into service.

When my friend, Brian Greenley, was diagnosed with Stage IV cancer in 2010, I began to write letters to him, wanting to alleviate the isolation and loneliness which so often comes with a cancer diagnosis, as friends and family are paralysed by the fear of saying the wrong thing and so say nothing. Throughout Brian's treatment I wrote over 100 letters; those letters changed both our lives.
When the BBC picked up our story, such was the impact, we set up the charity From Me to You. Every year we deliver thousands of donated, anonymous letters to cancer patients in UK hospitals and cancer centres.
Our workshops (online and in-person) encourage and inspire people to stay connected to loved ones and strangers via the simple letter. Our Donate A Letter programme hosts hundreds of people writing anonymous letters for us to deliver to those living with cancer, as we work directly with hospitals and partner charities.
We work with organisations, corporates and community groups, using letter writing as a teambuilding resource with the additional benefit that individuals can continue the experience outside the workplace.
Letter writing gives the writers an altruistic sense of doing something for someone else but much more than that, it allows them a period of creativity, reflection and inner mental calm. Many of our writers, after writing for our Donate A Letter programme, find the confidence to connect with loved ones living with cancer. And many of our letter recipients become letter writers.
Presentation Format: Small Action, Big Impact
• Tell our story
• Highlight the wellbeing aspects of involvement in the charity
• Inspire with short videos of impact on recipients and letter content
• Each attendee to receive a postcard for a short, guided writing exercise
• Q&A