This story was first published in digitalhealth.net

NHS Providers has launched a new report recognising the innovation and new ways of working that have been at the heart of the coronavirus response.
Workforce flexibility in the NHS: utilising COVID innovations focuses on the ways that trusts and frontline staff have adopted new approaches in responding to the pressures of the pandemic.
The report captures the workforce changes which have had the greatest impact and makes recommendations on key areas to ensure the NHS is able to cope in the long run, as the service faces a second wave of coronavirus while managing backlogs and dealing with seasonal pressures. NHS Providers says that it is crucial the NHS acts now to implement learning from the first peak.
The report’s recommendations on six key areas of change are: staff well-being; flexibility in staff deployment; cross-organisational working and regulation; technology; making use of new roles; and funding.
Saffron Cordery, NHS Providers deputy chief executive, said: “It is truly heartening and impressive to see the speed at which workforce innovations and flexibilities have been implemented in the NHS since the outbreak of Covid-19. Our new report urges that these changes be quickly codified into policy and practice, to ensure that valuable improvements secured in the first peak of Covid-19 are not lost.
“We know that staff are the beating heart of the NHS, so we must do our best to make sure they are able to do their jobs, supporting their mental and physical well-being and protecting them from burnout. This report highlights the work carried out in response to the disproportionate impact of the virus on Black, Asian and minority ethnic (BAME) people, including those working in health and care settings. National and local initiatives to address racial inequality in the NHS must empower and protect BAME people without prescribing “one size fits all” solutions or putting the onus of change on BAME staff.
“Although it has been inspiring to see the strength and determination of staff during a difficult first wave of the pandemic, funding to ensure the recruitment and retention of NHS staff has never been more vital. Covid-19 has forced the pace of change in workforce flexibility. We need to capture and consolidate successful innovation to deal with pressures posed by the virus, and the long term challenges faced by the NHS.”
This story was first published in digitalhealth.net
UK Building Regulations highlight toxic gas and smoke from layers of paint built up over multiple redecorations as a major cause of permanent ill health or death in a building fire.
Their concern rose with discovery the flame retardant paints most widely used paint along escape routes have been ones which to this day counter-productively use emission of heavy toxic gas to smother flames which rapidly spread along walls if layers of paint delaminate in a fire.
Northwich’s Victoria Infirmary (VIN) Community Diagnostic Centre (CDC) has enabled more patients
Adveco, the commercial hot water specialist, announces the launch of live metering of domestic ho
Sarah Greenslade, public affairs and communications officer at the British Parking Association looks at some of the problems and innovations in healthcare parking
It’s easy to assume that the comms team is there to handle press enquiries and the occasional social media storm – but the reality is that strategic communications can make a measurable impact across the entire organisation, from operational to financial, when done properly