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How AI is transforming the future of patient care

patient medical care with ai
© Sudok1

Following the COVID-19 pandemic, healthcare is being transformed through AI and technology, improving patient care in the NHS and beyond

Providing the best patient care is the top priority for healthcare professionals. However, with limited staffing and resources and high outpatient visits to medical facilities, the ability to access quality medical care has been hampered. Alongside this, the disruption caused by the COVID-19 pandemic has further exacerbated the situation.

Waiting lists are at record highs, with more than 6 million people waiting for treatment according to recent NHS figures. Receiving treatment quickly and efficiently is vital, particularly for those with chronic or life-threatening illnesses. The reality, however, is that these patients do not even get their first meeting with specialists or consultants before 16 to 20 weeks, irrespective of the urgency of their condition. The healthcare sector has tried various ways to address this issue, but little has changed for patient care.

Digital solutions in lockdown

In the wake of the pandemic, digital solutions became more prevalent with children learning via Zoom, and the medical field was no exception. Video conferencing technology revolutionised the way medical appointments were conducted. However, digital adoption in healthcare needs to be accelerated far greater than just this. Investing in other technologies can also help in reducing waiting lists, with the need to improve access to medical care becoming increasingly apparent.

Investing in artificial intelligence (AI) tools is one way for the healthcare sector to tackle waiting lists, which we are already seeing happening in some healthcare facilities. At the Walton Centre in Liverpool, for example, headaches make up the largest number of referrals, with a three-month average waiting period to be seen by a consultant.

In response, the Walton Centre has partnered with Tata Consultancy Services (TCS) to develop an AI chatbot for headaches customers to collect preliminary details of symptoms from the patient, which are then passed on to a doctor to progress and refer the patient to a relevant specialist.

Correcting treatment through personalised patient care

The chatbot will take patients through structured questions to collect information about their symptoms. Clinicians can then review this information before the first appointment in conjunction with patients’ medical history so that more time can be spent on providing the correct course of treatment.

AI, sensors and analytics are being used in several ways to improve medical care and reduce the burden on clinicians. For example, AI is used to quickly and precisely analyse medical images to identify anomalies and examine critical areas such as the GI tract. This is especially important in identifying serious diseases such as cancer. The technology can also help track the progression of healing of wounds, ease the workload for radiologists, and further reduce variables and outliers that take the subjectivity out of diagnosis.

AI is also being developed to support surgery preparations and serve as building blocks for remote surgery. These include auto-instrument positioning during eye surgeries, tool detection and identification, smoke detection, and surgical visualisation. All these capabilities can benefit patients and health professionals by reducing surgery duration and minimising possible complications.

AI, sensor, and analytics technologies have been advancing significantly and are now at a point where they can identify, in non-intrusive and cost-effective ways, key indicators of serious medical conditions. The patterns identified by such technologies track the signs of early-stage developmental and brain disorders, mental illnesses, and degenerative neurological diseases, helping doctors and patients better predict, monitor, and follow these conditions ubiquitously at a considerably lower cost than before —revolutionising how screening and rehabilitation can be conducted.

Healthcare providers need to take the leap

With an already stretched healthcare system in the UK, embracing digital tools and solutions could be a game-changer. It’s time for healthcare providers to take the leap and set the pace for a revolution in healthcare, leading to better patient care and clinician experience and outcomes.

 

Shalini Mathur, Vice President and Business Unit Head of Public Services for UK, Europe & ANZ at Tata Consultancy Services, helps public sector organisations in their digital transformation journeys. She believes innovation in the public sector is the key to enhancing user experience and improving quality of service, bringing in efficiency, transparency, convenience and greater security in service delivery. One of her current responsibilities is leading the development of the AI chatbot service for patients at The Walton Centre in Liverpool.

New ‘super Earth’ discovered where you could live for more than 29,000 years

super earth
Artist's rendering of a super-Earth-type exoplanet, TOI 1452 b

Scientists have discovered two ‘super Earth’ type planets about 100 light-years from our Earth where 1 year is 8.5 days

Two planets discovered by a team of international scientists have been observed to be orbiting a small, cool star called TOI-4306 or SPECULOOS-2.

Published in the journal Astronomy & Astrophysics, the study led by astrophysicist Laetitia Delrez has revealed a planet around 30% bigger than the Earth that completes an orbit around its star in just 2.7 days.

Exoplanet against red dwarf, elements of this image furnished by NASAGETTY

Nasa’s Transiting Exoplanet Survey Satellite – TESS

The first planet, LP 890-9b or TOI-4306b was initially identified by Nasa’s Transiting Exoplanet Survey Satellite (TESS), a space mission dedicated to the search for exoplanets orbiting nearby stars.

Nasa’s TESS project was launched in 2018 and will survey 200,000 of the brightest stars near the sun to search for transiting exoplanets.

By using the ground-based telescope SPECULOOS telescopes (Search for habitable Planets EClipsing ULtra-cOOl Stars) the team have been able to confirm and characterise this planet, and also to probe the system in depth for other planets that might have been ‘missed’ by TESS.

‘TESS searches for exoplanets using the transit method, by monitoring the brightness of thousands of stars simultaneously, looking for slight dimmings that could be caused by planets passing in front of their stars,’ explained Delrez.

Observing stars and ‘super-Earths’ in high precision

In contrast, the telescopes of the SPECULOOS consortium are optimised to observe this type of star with high precision, thanks to cameras that are very sensitive in the near infrared.

The observations have not only helped to confirm the first planet but have also made it possible to detect a second, previously unknown one.

Image of a previosuly discovered exoplanet known as 'Exoplanet HD 189733b' Image Credit: ESO/M. Kornmesser
Image of a previously discovered exoplanet known as ‘Exoplanet HD 189733b’ Image Credit: ESO/M. Kornmesser

A new and habitable ‘super-Earth’?

Both planets rank in the top 10 candidates for atmospheric characterisation among all terrestrial exoplanets so far discovered, the team says. That places them in the same category as one of the most famous planetary systems: the seven roughly Earth-sized planets around a star called TRAPPIST-1. The TRAPPIST-1 worlds and several other rocky exoplanets are already on the list of observation targets for the Webb telescope.

The second ‘super-Earth’ planet explored by the team labelled, LP 890-9c or SPECULOOS-2c, is about 40% larger than the Earth but has a longer orbital period of about 8.5 days, placing it in a ‘habitable zone’ around its star.

‘Although this planet orbits very close to its star, at a distance about 10 times shorter than that of Mercury around our sun, the amount of stellar irradiation it receives is still low, and could allow the presence of liquid water on the planet’s surface, provided it has a sufficient atmosphere,’ said Francisco J. Pozuelos, one of the co-authors of the paper.

‘This is because the star LP 890-9 is about 6.5 times smaller than the sun and has a surface temperature half that of our star. This explains why LP 890-9c, despite being much closer to its star than the Earth is to the sun, could still have conditions that are suitable for life.’

Accroding to the researchers this planet and others like it are prime candidates for further research using the popular James Webb Space Telescope.

The Liverpool University Hospitals NHS Trust CT scanner

Vector rendering of 3d CT Scanner
Vector rendering of 3d CT Scanner © Cherezoff

Matthew Bradfield, Managing Director at Fairford Medical Ltd conducts a case study of Liverpool University Hospitals NHS Foundation Trust and its new CT scanner

In 2020, Liverpool University Hospitals NHS Foundation Trust was awarded funding for a new CT scanner under the first round of Government funding for additional scanners and upgrades.

Although the Trust had ordered a CT Scanner from Siemens, there was no designated site for the new CT.

The trust decided that a relocatable modular solution would allow them the flexibility to put the CT into service more quickly than identifying and equipping a static setting within an, as yet, unidentified hospital, whilst also giving the trust the flexibility of redeploying the system in future to another site if needed, with minimal impact and downtime.

Quality and efficiency in better patient experience

The trust ultimately selected Fairford Medical’s CT ScanBox as the ideal solution as its compact size worked well across a number of potential sites, and the quality of the ScanBox meant there would be no compromise in staff comfort, efficiency and overall patient experience.

The trust was able to procure Fairford’s CT ScanBox without complications through one of a number of national frameworks Fairford is on.

A number of sites across Merseyside were being considered whilst the relocatable was being built at Fairford’s coachbuilders in the UK, and after several weeks an area at Aintree Hospital was identified as the ideal site.

Fairford Medical’s project team handled all project management and advised the trust and Aintree’s Estates team on the pad construction as well as power, water and data connections required as there was nothing in situ (other than a bike shelter).

The finished bespoke CT ScanBox was delivered to Aintree on time and on budget, ready for Siemens to install a new Siemens Edge water-cooled CT scanner.

Fairford Medical took the time to understand our needs and requirements in detail and worked closely with us every step of the way to enable us to achieve our tight project deadlines and to have our scanner in place as quickly as possible. I would recommend the quality of Fairford Medical’s support and also their excellent CT ScanBox which has now been in service for several months and has proved to be a great success with our staff and patients” – Nancy Nicholas Senior Commissioning Manager

 

Contact Fairford for more details including pricing, financing options and project management

Call: +44 20 7317 3000

Email: info@fairfordmedical.com

Visit: www.fairfordmedical.com

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British pound sterling drops to record low

Black background with stack of British pound coins in varying amounts
© Stocksolutions

The British pound sterling has hit an all-time low, but what does this actually mean? And how has this happened? Open Access Government reveals all

The pound has fallen dramatically as a result of Liz Truss’ sweeping tax cuts.

In fact, since the pound sterling first went into free float in 1971, no event has sent Britain’s currency lower than the mini-budget announcement by the new chancellor of the exchequer Kwasi Kwarteng on Friday.

Why has the British pound sterling dropped?

The pound dropped as an immediate result of the new Conservative government’s spending and tax plan.

The steep tax cuts blatantly benefit the wealthiest individuals in the UK.

Further measures have been introduced to help mitigate the sharp rise in energy prices.

British pound sterling conversion rates

  • 1 British pound sterling now equals 1.12 Euro
  • 1 pound sterling equals 1.10 United States Dollar
  • 1 pound sterling equals 1.69 Australian Dollar
  • 1 pound sterling equals 1.50 Canadian Dollar
  • 1 pound sterling equals 158.80 Japanese Yen
  • 1 pound sterling equals 8.63 Hong Kong Dollar
  • 1 pound sterling equals 64.33 Russian Ruble

What does a weaker pound mean for the UK?

A slump in the British pound sterling will have profound impacts on the UK economy.

A slump in the British pound sterling will have profound impacts on the UK economy

It means prices will be more expensive for UK consumers buying foreign goods. It also means that travelling to the US, or in any country that uses the US dollar, will become considerably more expensive.

The UK imports 50% of its food – not to mention oil. The cost of everything, from bananas to petrol, will rocket.

The Bank of England had to intervene

In an extremely rare move, the Bank of England intervened.

The Bank is going to lend funds to the government to bring down the interest rates on government debt.

It plans initially to spend £65bn – £5bn a day – buying UK bonds until mid-October.

Should we be worried?

Most would agree that the pound dropping to its lowest ever levels is of great concern.

Only time will tell just how damaging the crisis will be, and whichever government inherits the economic mess will have to work hard to mitigate the immense problems that it will cause.

https://twitter.com/MichaelPayneUK/status/1573382886119677954?s=20&t=_l_KVgr-LNwIwXORRzC6Kw

https://twitter.com/AngelaRayner/status/1574305202760450048?s=20&t=_l_KVgr-LNwIwXORRzC6Kw

Fleet electrification and EV charging infrastructure

Anne Buckingham, Sales Director for SWARCO Smart Charging argues that partnerships will be key to EV charging success and hitting net zero targets

The UK is committed to reaching net zero greenhouse gas emissions by 2050, focusing on improving the number of electric vehicles (EV) nationally, the EV charging stations, and decarbonising the NHS estate. However, reaching net zero requires extensive change across the entire economy and the NHS has a significant part to play. It is one of the biggest employers in the UK and one of the UK’s largest public-sector carbon emitters.

Estimates suggest that the NHS is responsible for 4% of the UK’s total CO2 emissions, and in England alone there are over 9.5bn NHS-related road miles travelled by staff, visitors, and patients – accounting for about 3.5% of all road travel in the country.

The NHS has several initiatives in play to reduce emissions, and in 2019 released its NHS Long Term Plan which, crucially for fleet managers, includes a commitment to roll out the use of low-emission vehicles and reduce emissions from transport fleets and business mileage by 20% by 2024. So, for those teams within the NHS responsible for fleets there is a fast-approaching deadline along with longer-term commitment to electrify – which means future-proofing now to avoid wasted investment.

The reality of EVs and low-emission alternatives

The challenge is significant especially when you consider the complex range of vehicles required, from A&E ambulances and specialist fast response vehicles to doctors’ cars and patient mini-buses. Some NHS vehicles may have obvious low-emission alternatives available today, others most certainly do not.

The most common place to start when transitioning to a low-emission vehicle strategy is the vehicles themselves. However, you must also take into consideration how you’re going to charge/recharge them as this could have a significant impact on the vehicles you choose – impacting your whole transition approach.

Vehicle specification has to take into account what type of journeys they make, what sort of regional coverage they need to have, and the demands of the geography and climate (i.e. do they have to contend with hilly areas, hot/cold temperatures etc) or to carry a heavy payload. So set out clear evaluation criteria, including cost and performance.

Electric Vehicle Charging Station Sketch. Vector rendering of 3d. Wire-frame style. The layers of visible and invisible lines are separated
© Cherezoff

One size will not fit all

It is worth getting other stakeholders (e.g. your FM team, a charging infrastructure partner, energy consultant etc) involved at the same time as you start engaging with OEMs or leasing companies. There is no point in choosing a particular vehicle (e.g. a 400kW vehicle) only to find you don’t have the energy supply capacity or won’t have sufficient capacity in the future.

Think about whether they will be returning to a depot or hospital site, will they need charging en route or used across shifts? What will the dwell time be, will they be able to charge overnight? As for potential EV charging locations you’ll need to consider whether they are freehold or leasehold, as the complexities of leasehold can add several months to the process. Similarly, an older, power-restricted depot will be more challenging than a newly built site, so it is important to engage your building management services and energy supplier to understand what energy capacity is available to you.

If capacity is low, you may be able to work with the district network operator to get additional power from the local grid – at a cost of course. Or, depending on space, using solar panel and battery storage could help top up the available capacity.

Charging infrastructure

Selecting the right charging infrastructure is always a challenge, and the biggest challenge is when companies like ours are consulted too late in the process. In our ten years experience, we’ve witnessed this first hand. In one example, a Trust wanted to install four charge points at five hospital sites for fleet and employee use. Using site data from the FM team, and the vehicle usage profile from the Operational team, the plan was to have AC 22kW chargers throughout.

However, the actual power supply headroom capacity meant that this was only possible at one site immediately. At three others we were able to adapt plans and support with software to load balance available supply and enable scheduling. One of the original sites, however, was postponed and an alternative freehold site was identified, to avoid an expensive DNO power upgrade unbudgeted for in the current plan.

As well as NHS Trusts we have been working with the Scottish Ambulance Service. Experience tells us that collaborative long-term partnerships are key to the success of a project and future investment. It should always start with a feasibility study, which is much easier to do when you’re working with a partner who knows the right questions to ask, and can provide consistent liaison throughout planning and programming, with other stakeholders.

Forecasting usage and making decisions

There is plenty to think about, so choose your partners wisely and find the ones that you’re confident will be around to support you in the years to come. Try not to think about electrification projects in isolation – always have an eye on the future. We can model for future requirements, forecasting for usage increases and the likely increases in battery sizes to help with future-proofing.

You may think the simple way of future-proofing is to put in high power charging in for every site, but this may not be necessary or financially viable. However, what might be viable – and prudent – is to invest in the ducting and cabling to accommodate more powerful chargers that you may need later and to support with load balancing and scheduling software and/or on-site generation (PV) or battery storage (BESS). Decisions made today will likely impact the operational and financial success of future projects – and whether or not the net zero targets are met.

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Major investment into Welsh ambulances

Welsh ambulance service

Patients in Gwent have benefited from a multi-million pound Wales-wide investment in new ambulances, complete with MIPV solar panels

More than £13.5m was spent on 111 new vehicles to be deployed across Wales. 71 of these will be emergency ambulances, and there will be 33 non-emergency patient transport vehicles and seven specialist emergency vehicles that will attend major incidents. They will replace some of the existing fleet of Welsh Ambulance Services NHS Trust ambulances as part of a 10-year programme.

The new ambulances have been fitted with the most up-to-date communications systems and equipment, are more reliable, and deliver better performance and lower running costs.
They are also cleaner and greener, performing to the latest Europe-compliant emission specifications.

Welsh ambulance service

33 of the ambulances fitted with MIPV solar panels

“I’m particularly pleased that all 33 of the new non-emergency patient transport vehicles were fitted with MIPV solar panels to convert available sunlight into electricity,” said health minister Vaughan Gething.

He added: “Using solar panels instead of mains chargers negated the need to install multiple charging points, which will reduce our energy consumption, as well as the health and safety risks posed by trailing leads.”

Louise Platt, the ambulance trust’s interim director of operations, commented: “Our fleet is some of the most modern and well equipped in the UK and will allow us to continue to replace our vehicles as they reach the end of their working life.

“Modern vehicles are essential in order that we can continue to provide the best treatment and patient care possible. It is also key for our staff who spend the majority of their working day out and about in the community. We are very grateful to the Welsh Government for their continued support.”

The Need: Working in partnership to create a greener, more reliable fleet

The Welsh Ambulance Services NHS Trust (WAST) vehicles required electric power via a shoreline from the grid when parked overnight to support live on-board equipment. Failure to do so depleted the battery overnight and the vehicle could fail to start thus impacting on service delivery to patients.

The WAST Fleet Department have pro-actively explored alternate technologies, striving to combat climate change. One avenue that WAST explored was to look at how the shorelines could be removed, this would make the vehicles more self-sufficient and also improve our carbon footprint.

The Trial: Testing solar PV

Solar modules were chosen as the means of remotely trickle charging the battery. The trial verified whether solar PV could supply the required energy over the critical winter period when sunshine levels were low and power demand of vehicles high. WAST’s Fleet Environmental lead Gavin Lane, a Regional Fleet Manager for the Trust, contacted MIPV as part of his review of available technologies.

MIPV’s CIGS technology based flexible modules were chosen for an initial trial on three ambulances because they were flexible and unlike glass framed silicon cell modules, did not crack and fail prematurely, as evidenced elsewhere within NHS. The superior low light performance and aerodynamic integration onto the vehicle made it an ideal choice.
In September 2018, three ambulances were fitted with 2 X 110 Watt MIPV modules and connected to the battery via charge controllers.

The Results: MIPV modules satisfied requirements

The batteries of the three ambulances were kept charged throughout the entire winter period. MIPV modules satisfied the primary requirement of keeping the battery charged.
The modules have the potential to generate 181 KWH per annum, based on vehicle usage and the potential to save 181 litres of fuel per annum by reducing the load on the alternator.

The other benefits include reduction in idling times as well as reduction in CO2 and NOX pollution by reducing load to engine via the alternator while also extending battery life.

Welsh ambulance service

 

Welsh ambulance service logo

Testimonial

The Welsh Ambulance Service is delighted with the performance of major investment into Welsh ambulances. They were easy to fit, elegant and unobtrusive. The modules met the demands of the three trial ambulances during the critical winter period from November 2018 to end of March 2019. We have since fitted 33 further ambulances and to date have had faultless performance from the MIPV modules. The low light efficiency, robustness and the architecture of these modules make them ideal for vehicle integration.

Since the initial trial and roll out WAST has adopted MIPV technologies to all the new ambulances rolled out during the pandemic and we at MIPV are delighted to have helped reduce emissions and improved reliability of service with zero premature battery failure to date.

Gavin Lane – Regional Fleet Manager, Welsh Ambulance Services.

 

 

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How the right technology can be key to solving physician burnout

physician on the phone

More than half of neurointerventionalists, neurosurgeons, neurologists and radiologists are currently experiencing burnout as a result of provider shortages, covering multiple hospitals simultaneously, and increasing demand for emergency stroke care, and this is only expected to get worse

Neurologist burnout is caused by a variety of reasons, including, but not limited to provider shortages, covering multiple hospitals simultaneously, and increasing demand for emergency stroke care. Among neurologists specifically, the shortage is only expected to get worse — projected to increase by 19% by 2025.

The human and financial cost of this burnout can be felt at all levels of healthcare. It’s estimated that the U.S. healthcare system alone spends $4.6 billion (£3.0 billion British pounds) per year on burnout caused by physician shortages, physician turnover, and expenses to effectively hire and train replacements. Worse yet, this growing problem can also greatly increase the number of medical errors and compromise the overall care of patients.

Fortunately, emerging technologies can help reduce many of the burdens leading to burnout among those working in neurology. Two areas showing the most promise so far include workflow technology and clinician decision-making Artificial Intelligence (AI).

Intuitive clinical workflow technology can help

One of the top complaints from neurologists – and many other physicians – is the challenges they face with interhospital communication. When a patient needs to be transferred from a spoke hospital — often a smaller, potentially rural hospital with a more limited-service offering — to a larger and more comprehensive hub hospital to receive proper care, there is often a lot of information about the patient that gets lost along the way.

This information may include their presenting symptoms, or any medical history collected upon arrival, both of which can be critical for physicians to determine the proper treatment. These ineffective communication processes not only make it challenging for physicians to treat stroke patients effectively but ultimately contribute to increased stress and burnout.

Intuitive clinical workflow technology is one of the simplest and clearest ways to address this issue. Technology should help connect care teams from the minute a patient arrives to when they are discharged. This includes allowing physicians to view, organize and track cases from multiple sites and communicate with stroke teams in a single application.

Another important benefit of many workflow applications is that they provide increased convenience and flexibility for physicians when they are remote — not unlike the technology being implemented across many other industries. It improves quality of life for physicians by providing anytime, anywhere access to results and critical patient images on their mobile devices, allowing them to support the responding team virtually, through a secure, GDPR and HIPAA- compliant messaging app. Finally, all these improved efficiencies can also make it easier for physicians to efficiently manage a higher capacity of case volume and deliver more consistent patient care.

Clinical decision support AI

We know that time is of the essence when it comes to stroke, which is why often physicians are under enormous pressure to make quick treatment decisions day and night. With the number of emergency stroke patients on the rise, physicians may be more likely to make a mistake.

They are, after all, only human. Artificial intelligence and automated scan review technology can help improve accuracy in diagnosis and support physicians by serving as a second set of eyes – and enabling faster and more accurate treatment decision-making. By assisting burnt-out clinicians with algorithms created and approved by fellow neurologists, the technology helps ensure patients are triaged with appropriate treatment options.

A great example of this is the RapidAI

stroke platform, which automates image processing and analysis and provides easy-to-read, near real-time views of the brain. It also provides clinicians with standardized results for assessing whether a patient is eligible for endovascular treatment, minimizing the variability associated with interpretation by individual clinicians. Clinical decision support AI can ultimately reduce a great deal of stress on healthcare providers by offering a second opinion and alleviating some of the burden off clinicians.

Looking to the future

While there is no quick fix to solving burnout, workflow and clinical decision support AI are two of the ways hospitals can begin to ease some of the burden on providers. As health systems begin to think about new investments for 2023, it’s important to keep the costs of burnout top of mind, as it is so closely related to clinician stress — and even patient care. Health systems must act now to improve the experience for patients and providers alike.

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What can we learn from ancient footprints found on a Merseyside beach?

Man and woman looking down at ancient footprints on beach in Formby
University of Manchester

What can we learn from the discovery of hundreds of ancient footprints belonging to animals and humans on a Merseyside beach?

Archaeologists and geographers from The University of Manchester have discovered hundreds of ancient animal and human footprints found on a beach in Merseyside.

The discovery has prompted new research, which has been published in the journal Nature Ecology and Evolution. The ancient footprints record a major decline in large animal diversity in Ancient Britain.

The study includes a new programme of radiocarbon dating which proves that the most species-rich footprint beds at Formby Point are much older than previously thought.

The ancient footprints highlight a period from Mesolithic to Medieval times

In fact, the ancient footprint beds record a key period in the natural history of Britain from Mesolithic to Medieval times (9000 to 1000 years ago).

How can the prehistoric footprints inform us about sea levels?

The ancient footprint beds are fascinating for so many reasons, least of all because they show how global sea levels rose rapidly after the last ice age around 9000 to 6000 years ago.

Alongside aurochs, red deer, roe deer, wild boar, beaver, wolf and lynx, humans were part of a rich intertidal ecosystem. On the other side of Britain, Doggerland was reclaimed by the North Sea in this period.

Human footprints dominate the Neolithic period and later footprint beds in the agriculture-based societies that followed. Simultaneously, there was a striking drop in the variety of large mammal species.

The research on the ancient footprints in Formby reveals that the modern shoreline was a real hub of human and animal activity in the first few thousand years after the last glacial period.

A northwest European Serengeti

To elaborate, the extensive coastal regions of the European Mesolithic were diverse ecosystems teeming with all kinds of large animals. We could go as far as to call it a northwest European Serengeti.

What caused the decline of large mammals?

Archaeologists and geographers believe that the footprint record could be the result of several drivers including:

  • Habitat shrinkage
  • Sea level rise
  • Development of agricultural economies
  • Hunting pressures from a growing human population

This new record poses important questions about conventional archaeological and fossil records.

Prehistoric footprints on beach
Prehistoric footprints found on Formby beach (Image: Sefton Council)

The ancient footprints are one of the world’s largest concentrations

Dr Alison Burns, who spent six years undertaking the field research, concludes: “The Formby footprint beds form one of the world’s largest known concentrations of prehistoric vertebrate tracks. Well-dated fossil records for this period are absent in the landscapes around the Irish Sea basin.

“This is the first time that such a faunal history and ecosystem has been reconstructed solely from footprint evidence.”

“Assessing the threats to habitat and biodiversity posed by rising sea levels is a key research priority for our times – we need to better understand these processes in both the past and the present,” adds Professor Jamie Woodward, an author of this study.

“This research shows how sea level rise can transform coastal landscapes and degrade important ecosystems.”

The future of diagnostics: Technology-driven 4P medicine in Europe

diagnosis on a microscope for chemistry test samples
© Bogdan Hoda

Karen Taylor, the Director at Deloitte Centre for Health Solutions looks at 4P medicine and its role in healthcare diagnostics

Diagnostics play a pivotal role across the entire healthcare continuum from screening, detection and prognosis to patient stratification and condition monitoring. Diagnostic tests affect most healthcare decisions, supporting clinicians to make more accurate diagnoses and prescribing the right treatments. Earlier access to diagnostic tests can help avoid adverse health outcomes and the higher cost of late-stage or unnecessary treatments.

Diagnostics can also enable a shift from reactive, episodic treatment, to predictive, preventative, personalised and participatory 4P medicine and care.

This article provides an overview of our research findings, exploring what the future of diagnostics in Europe might look like. They are derived from an extensive literature review, semi-structured interviews with 40 key stakeholders, survey responses from 250 diagnostics companies, survey responses from 751 front-line clinical staff (clinicians) and insights from Deloitte colleagues.

Why diagnostic services in Europe need to change

The diagnostics industry comprises a wide range of diagnostic devices and tests, from high value relatively low use imaging tests to low-cost, high-use in vitro diagnostic (IVD) tests. However, IVDs, which influence over 70% of medical decisions account for only 0.8% of healthcare spending.

Prior to the COVID-19 pandemic, demand for diagnostic services (imaging, pathology, endoscopy and genomics) was increasing at a faster rate than capacity. Moreover, the overall costs of delivering healthcare were increasing.

The pandemic catalysed innovation in diagnostics across the health ecosystem, accelerating adoption and shifting the location of testing from hospitals and centralised laboratories to closer to the patient (57% of surveyed clinicians recognised this shift and 77% of companies said their products were part of this move).

Figure: Diagnostics companies face six overarching challenges in the development and adoption of innovative products

Turning challenges in product development and adoption into enablers

We identified six overarching challenges facing the development and adoption of new products which, if tackled effectively, could become enablers for the future of diagnostics (Figure).

Digital infrastructure: 51% of diagnostics companies identified healthcare’s digital infrastructure especially inter-operability and connectivity, as their top challenge in bringing a new diagnostic to market. They also identified data sharing as crucial to improving diagnostic services.

Regulation: Companies face many challenges due to the EU’s May 2021 medical devices and May 2022 IVD regulations; including more stringent evidence requirements and lack of capacity causing concerns over the time taken to perform conformity assessments. Interviewees suggested that regulators should create target product profiles and clear indications of requirements to enhance transparency and guide product development conformity.

Product innovation: Innovation pathways need to align with clinical needs and be co-developed with end users. Maintaining the security of diagnostic data is also vital, consequently ‘security by design’ should be embedded from the start. However, concerns over the new regulations were making Europe a less attractive market for product launches.

Funding and investment: The new regulations appear to be undermining access to innovation funding and increasing the costs of meeting the more exacting evidence requirements. A third of diagnostics companies considered themselves ‘not very well’ or ‘not at all’ prepared for obtaining sufficient funding to develop and launch products. Moreover, each European country has its own reimbursement policies for clinical evidence. A Europe-wide innovation ecosystem is needed to support manufacturers in the development and launch of products.

Supply chain: Supply chain issues affecting European manufacturers include the post-pandemic recovery, Brexit, and geopolitical turbulence. Our interviewees have developed multiple strategies to safeguard their supply chains, including higher levels of inventory and access to multiple sources for materials and components. However, new regulatory requirements for product traceability and global ambitions for achieving net zero, are expected to have major supply chain implications.

Workforce: Across Europe healthcare systems are facing significant staff shortages. Adoption of new diagnostic technologies can help improve efficiency and enable clinicians to make more accurate and timely decisions. Clinicians felt a lack of workforce training and skills in new technologies was a core barrier to technology adoption. While healthcare systems should provide such training, companies have a responsibility to ensure they provide appropriate learning materials, on-demand support, and on-site training.

A new diagnostic paradigm enabling 4P medicine

Disruptive technologies, advances in science and analytics are combining to transform the way we prevent, diagnose and treat disease, with the industry now entering the fourth industrial revolution. Digitalisation, robotisation and automation are giving rise to smart laboratories and smart imaging systems to handle demand at greater speed, accuracy and lower cost.

Our clinicians identified telehealth, robotics, biosensors, and AI as the technologies already starting to enhance diagnosis, but are less certain about others. Our research identified many disruptive technologies being adopted in pockets, but which, if adopted at scale, will enable the future of 4P medicine.

Conclusions for the healthcare system

Healthcare systems are in a period of transition, moving from inefficient, largely reactive, and episodic, models of care to 4P care models. Diagnostic companies can capitalise on the opportunities presented to become insightful partners in clinical pathways, helping to diagnose patients earlier and faster, identify more appropriate treatments and deliver more patient-centric, value-based care.

Changing the dial to increase the priority given to improving access to diagnostics has the potential to improve equity and health improve outcomes for everyone. This requires an industry-wide effort to help all stakeholders appreciate the role of innovative diagnostics within healthcare, and a concerted effort to translate innovation into improved outcomes.

Please Note: This is a Commercial Profile

Using advanced analytics tech to safeguard from intellectual property theft

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© Tero Vesalainen

Phillip Akers, Head of Public Sector at Quantexa, discusses how we can use advanced analytics tech to safeguard from intellectual property theft

In early July, the leaders of MI5 and the FBI did something extraordinary, taking the stage together at a meeting in London with international business leaders to warn about intellectual property theft and technology theft by agents of the Chinese Communist Party and certain parts of the Chinese state. At risk are a wide range of UK, EU and US businesses, research institutions, universities, government agencies and other organisations.

It’s been described as “the biggest wealth transfer in human history.” FBI Director Christopher Wray described the threat to organisations as: “The greatest long-term threat to our nation’s information and intellectual property, and to our economic vitality, is the counterintelligence and economic espionage threat from China.”

To mitigate these growing national security risks, MI5 Director General Ken McCallum called for leaders in the public and private sectors to act, together, before the risks are realised. Whilst it can be hard to know where to start, there are a couple of areas government and business decision-makers should consider, from procurement to funding sources.

Analysing best practices for risk management

McCallum urged the leaders in attendance to make sure their organisations take a number of specific actions to protect themselves and manage their risks. Are you seriously addressing these questions, he asked:

  • Do you have a strategic approach to managing the risks I’ve described, and discuss those risks around your Board table? Or is it the subject you never quite get to?
  • Do you have a thoughtful security culture at all levels in your organisation or does everyone leave it to a Security Department that’s off to one side, only to be contacted in an emergency?
  • Have you put the right controls in place to assess the risks attached to your funding sources and partnerships, and to protect your supply chain?

Addressing these questions and following them with action can serve as a best practice roadmap for managing risk. Once the risk has been assessed, it’s then time to put the right controls in place to protect your organisation and the UK’s national and economic security.
Two months on from the briefing, we ask whether organisations have taken action to respond to the risks set out in the briefing.

The power of advanced analytic technology

There is growing recognition that advanced analytic technology can serve as a powerful risk management control, especially in addressing questions about people and organisations who you may be engaging with.

Bank and financial service professionals have long been familiar with this concept as KYC — Know Your Customer. More recently, the concept has evolved to encompass more than just customers and potential customers. It’s evolved to KYX, applying to current and potential suppliers, partners, employees, strategic allies, service providers, and others, and is relevant to all types of organisations.

Entering new professional relationships with individuals and organisations entails risk. Analytic technology, using entity resolution and network generation can mine data of all types to provide critical information about an individual organisation. This can include their connections with other people and entities, past events, locations, sanction and/or watch lists, and a wide range of risk factors.

Invoking a sense of urgency to combat intellectual property theft

Uncovering and analysing the network behind your stakeholders such as potential suppliers, loans, grant or investment recipients, partners, employees and more can lead to improved decision-making and mitigate reputational and financial damage to your organisation, not to mention enhance national and economic security. Advanced analytic technology provides a vast framework to visualise connections and discover linkages. Commercial data from a range of sources including credit information, public records, corporate filings, social media and news media provides essential background to mitigate risk.

In response to the joint briefing, it is likely an agile risk mitigation strategy will be placed high on every organisational agenda this year, and leaders will be seen to invoke a sense of urgency to prevent costly incidents. Public and private partnerships will prove to be invaluable as a part of a broader plan to secure and future-proof organisations and protect national and economic security.

 

Written by Phillip Akers, Head of Public Sector at Quantexa

Getting healthcare to net zero

Pierce Mahne, Head of Corporate Accounts – UK at ACT Commodities, explains how ACT specializes in sourcing renewable energy along with environmental products proving valuable in the battle to get healthcare to net zero

Getting healthcare to net zero has been made a priority by many with England’s National Health Service stating “Our aim is to be the world’s first net zero national health service” in their web feature about creating a greener NHS. (1)

This is a welcome development. According to Cameron Hawkins, Head of Energy and Environment at NHS Property Services (NHSPS), the service is responsible for around 4% of the UK’s annual carbon emissions. (2)

Signalling widespread institutional support for the British government’s Build Back Greener strategy, all four UK health services have made pledges to become net zero by 2050.

In addition to creating consensus around transformative action among building occupiers, the suite of initiatives inside the NHS’s net zero planning, agreed in 2019, to include higher transport and water efficiencies, increased recycling activities, and the reduced use of single-use plastics with the overarching ambition of reducing waste and carbon emissions.

The Net zero standard

Underpinning climate action in the private sector is the Corporate Net Zero Standard, the result of a partnership— the Science Based Targets initiative or SBTi—among the CDP, the UN’s Global Compact, the World Resources Institute (WRI), and the World Wide Fund for Nature (WWF) and a frame- work for “corporate net zero target setting in line with climate science.”

More precisely, the Net Zero Standard is “guidance, criteria, and recommendations” from academics, scientists, and public and private sector leader- ship about how organizations can and should “set science-based net zero targets consistent with limiting global temperature rise to 1.5°C.”

The Net Zero Standard combines short- and long-term initiatives. Quick, deep cuts to so-called value-chain emissions—those that result from an organization’s processes, from purchased power, and from suppliers and end-users (i.e., scope 1, 2, and 3 emissions)—lead to halved emissions by 2030, and the near elimination of emissions by 2050.

The SBTi also provides explicit instruction on the goals that need to be met before organizations can claim to be net zero (i.e., “deep decarbonization” or 90-95% emissions reductions by 2050) and the imperative of additionality or the importance of making investments to mitigate climate change elsewhere (i.e., additionality).

Delivering on the NHS’s net zero promise

Given the scale of the NHS’s operations and ambitions, administrators formed the NHS Net Zero Expert Panel and tasked members with research gathering and analysis toward modeling objectives for comprehensive climate action. The resulting targets are, in the panel’s words, “as ambitious and possible, while remaining realistic,” focusing on rapid action and continuous monitor- ing, evaluation, and innovation. By the numbers, the targets are twofold: net zero by 2040, with the goal of reaching an 80%-reduction between 2028 and 2032, for emissions the NHS controls directly (i.e., the NHS Carbon Footprint) and net zero by 2045, with the goal of reaching an 80%-reduction between 2036 and 2039, for emissions the NHS can influence (i.e., the NHS Carbon Footprint Plus).

ACT’s expertise in getting healthcare to net zero

We are experts. ACT’s suite of best-practice solutions for advancing organizations’ short- and long-term net zero objectives and climate action initiatives is unparalleled.

We specialize in sourcing renewable energy along with environmental products such as purchase power agreements (PPA) and guarantees of origin (GoOs), and in advising decision-makers on building consensus for comprehensive climate action inside vast, decentralized bureaucracies. We are here to help. Let us know how we can.

References

  1. https://www.england.nhs.uk/greenernhs/a-net-zero-nhs/
  2. https://www.openaccessgovernment.org/the-path-to-net-zero-decarbonising-the-nhs-estate/137004/
Please Note: This is a Commercial Profile

20 years of impactful healthcare innovation

digital healthcare

Graham Watson, Executive Chair at InnoScot Health, explains how the firm’s special 20th anniversary celebrates international healthcare innovation success

Recently, InnoScot Health celebrated 20 years of working in partnership with NHS Scotland to inspire, accelerate, and commercialise impactful healthcare innovation

Established in 2002, the organisation – formerly Scottish Health Innovations Ltd (SHIL) – holds a unique role in encouraging new ideas from health and social care staff. Over the last two decades, it has evaluated over 2,000 ideas, successfully accelerating a range of medical devices, products, and technologies for use in hospitals, care homes, and on-scene emergency settings, both in Scotland and around the world.

The milestone anniversary celebrates the success and evolution of the organisation with a reinvigorated modern identity.

Digital First

The organisation, with its deep well of expertise, aims to encourage fresh ideas from NHS Scotland’s 160,000 staff, and as such, it has launched a more accessible website presence and digital offering to inspire even more ground-breaking ideas from NHS Scotland staff to be submitted.

It is a timely development. The importance of healthcare innovation has never been greater against the backdrop of COVID-19, new ways of working, climate change, and the challenges which each presents to global health.

By sharing success stories of products, spin-out companies, and the lives transformed by innovations, InnoScot Health has created an inspiring, streamlined portal – vital to encourage pioneering thinking at all levels and quicker sharing of ideas for improving and transforming healthcare.

Ideas, Expertise, and Impact

With that in mind, and as part of the educational strategy of the new site, the content has been split into three main groups – Ideas, Expertise, and Impact.

Ideas offer a simple online submission form for new innovations and details active innovation calls, including current calls on sustainability, frailty, and ophthalmology.

Expertise provides information on InnoScot Health’s specialist fields, including intellectual property, regulatory advice, funding and investment, product development and commercialisation. Reflecting the digital environment in which many now operate, the website makes it easier than ever to engage with InnoScot Health’s experts thanks to online consultation bookings, providing access to help and advice when in-person meetings remain limited.

Impact, meanwhile, tells the story of InnoScot Health across the past 20 years and the role it has played in bringing everything from simple to complex ideas into the healthcare system.

It is a positive story with more than 250 ideas successfully integrated into the sector, the launch of seven innovative spin-out companies, and advice and support provided to multiple innovation projects.

“We have been working with NHS teams for 20 years, resulting in a range of successful products and spin outs which have made a real difference in healthcare. As we work towards NHS recovery, capitalise on new ways of working and maximise fresh technologies, we need to tap into first-hand knowledge by drawing out the best ideas from the talented and diverse workforce we have here in Scotland.”

– Graham Watson, Executive Chair, InnoScot Health

An entrepreneurial nation

Ideas originating within NHS Scotland are transforming lives, creating jobs, attracting investment, and showcasing Scotland as a truly entrepreneurial nation, and the role of InnoScot Health is to inspire further growth in those key areas.

That includes the organisation’s recent first-for-Scotland partnership with the Digital Health and Care Institute to embed validated evidence in digital tools and systems in daily use by health and social care staff.

InnoScot Health has also played an important role in responding to COVID-19 with dedicated innovation calls designed to draw out fresh ideas from health and social care staff. A key example of this was the organisation’s work with NHS Tayside and outdoor clothing specialist Keela International in creating the SARUS-CPR hood.

A small, lightweight device made from transparent fabric, the SARUS hood creates a barrier between the patient and the individual performing resuscitation, reducing the risk of contamination and infection from bacteria and viruses such as COVID-19.

Fundamentally, however, the 20th anniversary will be celebrating the wealth of talent and expertise across the health and social care sector.

InnoScot Health is part of an exciting, ever-broadening innovation network that is strengthening Scotland’s activities and truly capitalising on its potential to solve real problems while also improving the quality, efficiency and sustainability of healthcare.

Scotland’s most successful healthcare companies have certainly made a global impression. That list includes Touch Bionics – a provider of world-leading prosthetic technologies designed to achieve positive outcomes for people with upper limb deficiencies, and also the first spin-out of InnoScot Health as it began working in partnership with everyone from SMEs to global multinationals.

InnoScot Health has played its own part, building a reputation for working closely with manufacturers, partners, investors, and universities – it recently signed a Memorandum of Understanding with Heriot-Watt University’s Medical Device Manufacturing Centre (MDMC) and innovation centres around the world – another vital component in meeting fresh global challenges and co-designing state-of-the-art solutions.

Taking NHS-led innovation to the world will undoubtedly have its challenges, particularly against the backdrop of a COVID recovery plan, but InnoScot Health remains confident in its ability to help positively impact healthcare challenges on a global scale through productive, collaborative relationships.

Please Note: This is a Commercial Profile

Four considerations for rolling out a Clean Air Zone (CAZ)

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© 1000words

Where do we begin in rolling out Clean Air Zones (CAZs) initiatives across the UK to tackle pollution and promote greener travel?

Clear Air Zones are being rolled out by councils across the UK. But where do we begin when it comes to implementing a successful scheme – and one that guarantees the buy-in of the public? Paul Meersman, Head of Marketing of strategic change enablement agency, CDS, explains…

‘Toxic air is linked to a new illness every year’

There’s no doubt that climate change is at the heart of this nationwide transition, as new research into the effects of pollution on health has revealed that “Toxic air is linked to a new illness every year.” And at the moment, many areas are exceeding air quality limits set by the Environment Act 1995.

CAZs have already been implemented or planned in cities such as Bristol, Bradford, and Birmingham – driving through these ‘zones’ behind the wheel of ‘less environmentally friendly vehicles’ could carry penalties.

But, launching something of this scale shouldn’t be underestimated – as Manchester recently found out with having to delay its roll-out until 2026. Others have already been successful, and some key lessons can be learnt.

Birmingham City Council launched its CAZ in 2021 and found a lot to consider to get it right. This required a well-planned communication strategy, from raising awareness of the changes and advising the public on greener transport to printing and mailing penalty charge notices (PCNs) and setting up campaigns.

1. Internal and external resources

Implementing a CAZ can introduce new challenges that local authorities haven’t yet dealt with so councils must first examine the internal resources available for the scheme’s set-up and operation.

This analysis will determine whether external help is needed. By outsourcing elements such as transactional print or seeking help tackling technical enablement, you can reduce costs and risk and boost team efficiency whilst the roll-out progresses.

2. Behavioural insight

The implementation of a CAZ requires a change in citizen behaviour. This can be difficult to manage, especially when something is deeply ingrained in daily life – such as commuting to work.

To influence this, councils must conduct thorough research into current user behaviour and develop a deeper understanding of the people the CAZ will affect. By collecting data on non-compliant vehicles, for example, and why people choose to drive them, it’s possible to identify the areas where simple changes can be made and others that need more attention.

This will also enable you to get to know citizens. As a result, you can ensure your communications are accessible and inclusive – driving engagement and compliance with the scheme.

Using this data as the foundation for your strategy, you can also decide which type of zone will suit everyone’s needs, whether charges will apply, and possible improvements to public transport services.

3. Communication and engagement

An area likely to be overlooked as councils focus on the implementation is initial communication with citizens – conveying the changes and the intended outcomes of the CAZ.

By failing to communicate the message early enough, residents and businesses will lack awareness, leading to frustration and confusion later down the line – harming support for and adoption of the scheme.

From experience, one-to-two years is enough time to start the conversation about the proposal, allowing the public to become familiar with it. This gives ample time for feedback, which can be used to drive potential changes that ensure the scheme works for both parties.

Also, communication about the scheme’s benefits and possible incentives for greener travel for residents is critical. Discounts for public transport, grants for electric vehicles, and cycle-to-work schemes need to be clearly presented as alternatives if this is something you offer.

From set-up to the launch and beyond, consistent engagement with the public is a must. This is an entirely new initiative for most, and many might consider it an unnecessary change to their routine, so questions will need to be answered. This process must be continuous, and resources should always be available to help.

4. Communication

This includes prominent signage, road markings, digital and physical comms, and direct contact with citizens. It is arguably the most important consideration and will determine the scheme’s success.

Email and social media campaigns, as well as physical information points and letters, will enable you to constantly engage with people to notify them of progress and drive change programs.

Accessibility is key. This must be at the forefront of your campaign strategy to ensure you reach everyone. Creativity and clarity in communications will also go a long way in helping to engage the community and convey the positive change the CAZ is ultimately making in the area.

One of the best pieces of advice is to ensure everything is in place to deal with everything from signage to printing PCNs, which can be challenging for a Local Authority given how many pieces of data need to be combined and output in a time-critical communication.

 

Written by Paul Meersman, Head of Marketing of strategic change enablement agency, CDS

National security needs a dose of innovation to deal with tomorrow’s threats

Computer data security concept
© Amy Walters

Saj Huq, head of innovation at Plexal discusses national security amongst nation states, and the need for better technology, ideas and innovations

National security isn’t just about defending the UK from traditional threats posed by nation states. It’s more complex and multi-faceted than ever, covering risks to our socioeconomic prosperity, key supply chains, critical infrastructure, and way of life.

Nation states are using disinformation as a tool to cause societal unrest and when direct conflict does break out, as it has in Ukraine, it’s being waged online as well as on the streets. The business of defending the UK requires a new, ecosystem-based approach that fosters collaboration and harnesses the most advanced emerging technologies to support the UK in achieving and maintaining strategic advantage in the long run.

To manage these challenges, we must get better at funnelling the best technology, ideas and innovations to the national security sector. The government can’t just spend its way to mission success. It needs innovation, collaboration and intellect.

Making the national security sector more attractive for innovators

We also need to make the sector more attractive for innovators. The existing procurement methods and supply chain aren’t dynamic enough for today’s national security landscape. National security – for obvious reasons – has always been a tightly guarded sector with high barriers to entry for new players and startups.

That’s why a handful of big, trusted companies have been suppliers for decades and are awarded mammoth contracts that cover the design, implementation and operation of platforms, which are intended to last for many years.

These companies have a hugely important role, but we also need to harness the power of the UK’s thriving startup ecosystem to bring to market the software and hardware that the sector needs for the future. A key part of this is about putting the right conditions in place to enable them to build capability with the established entities already present in the sector.

What are the market challenges to overcome?

This is no secret but there are still some blockers and market challenges to overcome. First, we should get the startup ecosystem excited about this big, bold, and hugely important mission. We can do this by sharing the mission of the government with industry more widely. Fintech is the roaring success story of the UK’s tech sector and it’s usually the go-to sector for startups to target. But startups that are developing world-leading machine learning, mobility, and quantum computing solutions, as just a few examples, could point their tech towards a national security mission to drive both profit and purpose at the same time.

Take the new Growth Plan revealed by the chancellor and the Long-Term Investment for Technology & Science (LIFTS) competition. Unleashing innovation through technology is essential and this will give startups the support and investment they need to scale at a particularly challenging time. But can we go a step further and direct these innovators towards national security through such initiatives?

Secondly, we must get better at communicating the market opportunity to investors. The current investment ecosystem favours startups that have an easy, clear and quick route to market where there are either big recurring contracts in the pipeline or the startup sells directly to the end user.

With national security, processes are more complicated. There’s often a high degree of ambiguity to navigate, the end use cases are often obfuscated and a startup is likely going to need to collaborate with a larger company to integrate a solution into an existing technology stack.

Investors need to understand the dynamics of the sector just as much as startups – and there aren’t enough investors with a clear national security remit who are willing to provide patient capital. That capital is essential for sustaining a growing ecosystem that’s willing to collaborate in this space.

Finally, we need to put the guardrails in place that enable fair, fast and mission-oriented collaboration between an agile startup ecosystem and the class of established prime suppliers. To say that the old guard is irrelevant would be utterly wrong – and dangerous. Startups will struggle to find their way into the sector at scale on their own and the existing supply chain’s R&D expertise and budgets can be a force enabler for the whole ecosystem.

Bringing in other innovators

Through meaningful partnerships, they can build processes and systems that bring in startups and other innovators.

The government’s role should be to incentivise its current suppliers and the investor community to get on board – and to buy British technology developed with British security needs in mind. The mission is always moving, and the national security sector needs to start moving with the times.

Identity sprawl is rapidly growing, how do we address it?

Abstract concept of online identity
© Kriscole

Identity sprawl is rapidly growing, yet 67% of organisations don’t know how to address it, says Field Chief Technology Officer Wade Ellery

Field Chief Technology Officer Wade Ellery discusses identity sprawl, IAM, and how organisations can overcome identity sprawl issues and combat budget restraints.

Can you summarise the identity crisis?

In today’s rapidly expanding IT infrastructure, we are experiencing an explosion of unmanaged user information. For many organisations, each individual user doesn’t have a single unique identity. The mass trend of digitisation across industries has led to businesses using multiple different systems and applications within their networks. For example, an organisation might be using HR systems, SaaS applications, Active Directory, LDAP directory services, identity-as-a-service solutions, and much more. These systems or apps are rarely in one place. Some are in the cloud, and some are on-premise and the same user might exist in many of them, with a different identifier and different attributes.

So, an employee likely has to access multiple systems, located in different repositories, often using different devices. This means identity data exists in multiple forms, scattered across multiple repositories. We call this identity sprawl—and that’s where the identity crisis starts.

Organisations are finding it extremely challenging to establish who has access to what resources, thus creating complexity in administering access rights. It’s also creating complexity in terms of effectively provisioning and de-provisioning user accounts when an employee joins, changes departments, or leaves the company.

In fact, the latest research commissioned through Gartner Peer Insights shows that 61% of businesses are finding identity management to be a very time-intensive and costly process, even with a centralised or designated team. The consequence of this complexity is also evident, as 84% of the organisations suffered an identity-related breach last year.

What is IAM?

Identity and Access Management or IAM refer to security tools, processes, and policies that are used to manage user accounts and authenticate access requests. IAM is an overall framework to verify user identities and grant them authorised access to specific applications, systems, and services within an enterprise network.

These solutions help organisations assign different levels of access to each individual user based on their identities and roles. They help to effectively manage the flow of different identities within the network and prevent sensitive data from being accessed by anyone without privileged permissions.

What kind of identity breaches are we seeing?

According to a recent report published by IDSA, phishing was the most common type of identity-related breach organisations experienced last year. Almost 59% of the companies were successfully targeted by phishing or spear phishing, while 36% experienced privilege abuse due to inadequate management of access privileges. Moreover, 33% of the businesses suffered a breach from stolen credentials, and 23% experienced a brute-force attack such as credential stuffing or password spraying.

While there are many underlying factors contributing to these attacks, identity sprawl is often at the root of such incidents. The proliferation of identity data across the enterprise leads to inefficiencies in managing this data.

For example, consider the scenario of a phishing attack. When users have multiple different accounts within a network, it becomes almost impossible for security teams to monitor and manage every single attack. If one of these accounts is compromised through a phishing or brute force attack, chances are that your security teams won’t notice it.

So, threat actors can easily gain access to a particular system or application through phished credentials and use it to compromise different systems across the entire network. Because most of these systems are siloed and don’t communicate with others, the breach might remain undetected until the damage is done.

Furthermore, most organisations are not able to enforce strict identity management practices on an individual level. The research through Gartner Peer Insights showed that 85% of IT/Infosec leaders are concerned about users logging into personal applications with their work credentials. So, this is another crucial factor that drives attacks like phishing and privilege abuse.

Why are tech leaders failing to address identity sprawl within their organisations?

It mostly boils down to budget constraints and the lack of effective investments in identity security tools. Nearly 71% of tech leaders are frustrated about not having enough budget to progress with identity-based projects.

Even with the allocated budget, they are investing in traditional security tools that are not designed to manage the complexity of identity sprawl at a large scale. For example, we see businesses still invest in solutions like single-on, privileged access management, and identity governance. Although these tools are cornerstones of secure identity infrastructures, they don’t provide any function to simplify identity data management

More importantly, these tools can’t break down the silos between different applications and foster cross-functional collaboration. They can only pull identity data from the system or application they are applied on.

For instance, if you’re using a PAM solution on your SaaS application to authenticate users, it will only pull data from the adjacent repositories or databases of that system. So, any other employees that might require access to the platform won’t be authenticated because their access privileges are not defined on the SaaS repository.

These instances not only lead to security issues but also impacts productivity. Employees become constantly frustrated because they can’t access the resources they need–leading to wasted time, reduced productivity, and depleted support.

The increasing time and cost of integration is another reason why leaders constantly fail to address identity sprawl. As new silos of identity continue to appear in organisations, this new data will have to be integrated into all existing identity solutions and services. Sometimes, the existing solutions and infrastructures need to be customised to accommodate successful integration. This is a challenging task that can drag on for months or years, thus significantly increasing cost.

How can organisations overcome the most common negative impacts of identity sprawl?

To effectively overcome identity sprawl, organisations need to create unified profiles of all their users and their associated elements across all sources of identity data. In practice, this requires a mass-scale integration project – including the aggregation of identity data, correlation and linking of user accounts, data transformation, and normalisation.

The primary challenge behind this effort is that all of this identity data is available across different repositories in different formats and schemas. They also have varied protocols and APIs. So, even when you build this global profile, you’ll need to customise the identity infrastructure to synchronise changes and read the data in all available formats. This sort of custom and mass-scale integration project requires a significant investment of time, cost, and other resources, which can strain your security budget and often exhaust the teams.

How can organisations combat ongoing budget restraints?

The answer lies in a transformative and centralised data management approach called an ‘Identity Data Fabric’. It’s a constructive approach to unifying distributed identity data from all sources within an enterprise network – turning identity data into a flexible, resilient, and reusable resource that can be accessed on-demand whenever and wherever needed.

The concept behind this approach is to provide a connective layer between the consumers of identity data and all the silos. The consumers are all the applications, services, IoT devices, IAM, and PAM solutions that require user data to provide access and governance. Identity Data Fabric attains data from all sources, whether they’re interconnected or disjoined, consolidates the data into unique global user profiles, and delivers them to all the consumers in real-time. Because this entire process works at the data layer, no changes or optimisation is required at the application level.

Through this approach, applications now have one reusable service that they can connect to for unified and normalised identity data, on-premise or in the cloud, using the format and protocol of their choice. As a result, applications can effectively delegate the complex identity integration work to the fabric and focus on the core capabilities they were designed for.

Businesses that choose to invest in an Identity Data Fabric may not only better streamline their identity management procedures but also get a tangible ROI. For example, we observed that a major cruise ship company experienced 15% revenue growth after implementing this technology. How? The unified data profiles of customers now allowed the company to generate accurate insights into their preferences – thus driving up their sales.

We also observed that companies using this approach can significantly reduce the time-to-market for new projects by at least 6 months. This is because developers can simply add the data fabric framework on top of existing dev environments, instead of making any changes to the app infrastructure or source codes.

Data Fabrics were listed by Gartner as a top technology trend for 2022. Adapting this same concept for the identity management space can vastly simplify how digital identities are managed and secured within an enterprise network. This transformative approach allows organisations to overcome identity sprawl, without having to incorporate the massive cost and complexity of custom integration projects.

This greatly improves an organisation’s ability to reduce common security risks such as users with excess privileges, or accounts from former employees that have erroneously remained active. It also allows organisations to future-proof their identity management, easily scaling up and accommodating any new elements as the company continues to grow and progress in its digital transformation journey.

 

Written by Wade Ellery, Field Chief Technology Officer at Radiant Logic

Digital Transformation and true digitalisation – the need of the hour

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© Jokerproproduction

Juan Ignacio Moreno, UK Country Manager at Innova-tsn, discusses the process of true digitalisation

True digitalisation means leveraging cutting-edge technologies with the ultimate goal to change all business processes to minimise errors, gain efficacy and efficiency, improve employee and user experience and, in sum, gain a competitive advantage in your business area.

Although various aspects of our lives and business paced down in 2020, digital transformation accelerated. The pandemic forced some radical changes in how businesses were run by shrinking timelines, accelerating change efforts to get workforces set up remotely, which had a cascading effect on the connectivity and security challenges.

While the pandemic took its toll on the present, business leaders were forced to analyse how to gain momentum post-pandemic, how to better their stance as a business in the new digital space and most importantly how to set up their remote or hybrid teams to work towards a common goal to be successful.

Customers today don’t just want educated and knowledgeable answers to their queries. They want feasible yet quick solutions which meet their technical requirements and solve business issues.

Is it all about Technology?

Digital transformation should be viewed as a business transformation.

It’s about leveraging continuously evolving technologies to change the entire business. It is not about ‘when’ to use the technologies but ‘how’ to use them to extract the most business value.

The key is creating the right blend of IT-business partnerships that provides experts from both technical and business domains so that adoptions of new technologies can be integrated deep into the grass root level of the business. And this transformation requires a massive shift in culture, operations, and people where change and culture are the toughest aspects – especially in legacy organisations mired in deeply rooted cultures. The decisions which drive a transformation should be factual and data-driven, aided by process changes across the enterprise.

Employees are the key drivers of the transformation process, and the success lies in the ability to shift to a digitally savvy culture across the length and breadth of the organisation, workforce capabilities, sharing the vision with employees in how they fit as drivers of this change which involves skilling them up and across.

Where does Innova-tsn come in your Digital Transformation journey?

Innova-tsn has been transforming businesses for over 18 years now and has a broad spectrum of expertise and skills to build bespoke solutions. At the heart of each digital transformation lies data-driven decisions and our expertise in Advanced Analytics, Big Data, Business Discovery, Customer Intelligence & Digital Marketing allows us to design real and flexible vanguard solutions to effectively exploit all the company’s data.

We have worked across various industries like utilities, retail, finance, insurance and pharmaceuticals to name a few – delivering bespoke solutions on-premise, on a private and public cloud and in hybrid environments.

Recently we delivered a MS Azure cloud native solution for Elexon, a not-for-profit entity funded by the electricity market participants. They are key to the successful running of the electricity industry in the UK allowing companies to trade, supply and operate within the market.

The solution is a bespoke cloud native web application built to digitalise the legal documents which were stored across 400 PDF documents and 9000 pages. This solution has been developed on React, NodeJS which leverages the Microsoft Azure services like App Service, Azure CosmosDB, Network Security Groups, Azure Sentinel, CDN and Azure Cognitive. This allows users to navigate easily and search across all of the code documents at once, rather than search one pdf at a time.

Apart from a rich, intuitive user experience, it has also resulted in a considerable reduction of browsing/ search time spent by end users on the document portal, which can be trans- lated into monetary savings of about a million pounds on resource costs in a year. This has been the first step in the true digitalisation process of Elexon that Innova-tsn is carrying out.

Testimonial from Elexon’s Head of Product (Rules Management), said: “We decided to transform the customer experience and start this digitalisation transformation journey with Innova-tsn, and we have not looked back since. Together, we have already made our entire document library available in a single searchable collection, making it quicker and easier for our customers to get to the information they need.

“The entire solution is built on MS Azure making it scalable, secure and robust. The new digital code site was launched in April 2022 within budget and deadline, and we are now working on delivering new features iteratively like natural language processing, semantic search while gaining feed- back from users as we go.’’

Ignacio Barahona (Head of Digital Transformation) and Juan Ignacio Moreno (UK Country Manager)

What is the Innova-tsn skill set to true digitalisation?

  • Business Analysis and Consultancy:
    • Architecture analysis and design; Platform Engineering & Cloud; Data Value, Data Management & Data Governance; Advanced Analytics & Big Data; Customer Centricity & Digital Marketing.
    • DataOps; DevOps; SecOps; MLOps.
  • Cloud Proficiency:
    • Microsoft Azure; AWS; Google Cloud; Informatica IICS
  • Databases & Programming languages:
    • R; Python; SAS; Other.
    • HTML, Javascript; NodeJS; React & NextJS; C, C#, C++; PL/SQL; PySpark; other.
    • MySQL, SQL Server, Postgre SQL; Mongo DB; Vertica; Snowflake; Azure Data Lake; other.

We need to view digital transformation as always evolving

Digital transformation isn’t a point-to- point process that reaches a static, determined “end state.” Today’s competitive market and the exponential growth rate of technological innovation are simply too challenging to allow for a transformation to ever be “finished.” We need to view digital transformation as always evolving, always underway – with leaders and businesses embracing a dynamic state of constant disruption.

Innova-tsn takes a lot of pride and honour in teaming up with our customers to define their product roadmap, deliver public and private cloud-native end-to-end bespoke solutions and would love to talk to you more about what drives us to deliver quality products/solutions. Please get in touch to discuss these and anything related to digital transformation.

Please Note: This is a Commercial Profile

Cannabis may offer relief from menopause symptoms

cannabis supplement in tea
© Ronstik

Menopause symptoms, ranging from hot flashes to weight gain or anxiety, can be eased with cannabis and CBD, research finds

Doctors estimate that nearly one million women each year suffer from menopause symptoms. Menopause can begin for women as young as 35 years old or as late as when a woman reaches 55 to 60 years old. No matter when menopause happens to a woman, the symptoms can be life-altering. Women can suffer from hot flashes, night sweats, anger and irritability, sleeplessness, weight gain, and dry skin during menopause.

If you are experiencing the effects of menopause, you may want relief from your symptoms without the use of hormones. Many women don’t want to use hormones, because of possible side effects, such as an increased risk of breast cancer. Just because you may not want to undergo hormone replacement therapy is no reason to suffer in silence from menopause symptoms. There are other options available, such as the use of cannabis products. Here is more information about the use of cannabis to relieve menopausal symptoms.

How safe is cannabis for menopause?

When people think about cannabis, they invariably consider an image of a bearded hippie smoking a large joint. However, the use of cannabis as a medicine has been practiced for thousands of years in indigenous cultures in Mexico, Central America, and the United States. Increasingly, researchers have been touting the effectiveness of some components of marijuana in helping all kinds of health conditions.

Like any other over-the-counter medicine, you need to buy CBD products from a reputable dispensary, and you need to take them at the proper dosage. If you buy CBD products from a regulated dispensary, you know that the cannabis plant has been cultivated perfectly and grown without chemical pesticides.

How women are using cannabis for menopause

Several products exist for women to use to alleviate menopause symptoms. For example, women who are experiencing dry skin or vaginal dryness may want to look for hemp cream or hemp oil products to moisturize skin more effectively. What if you are anxious, irritable, or suffer from sleeplessness? You may want to look for CBD edibles, such as gummies, chocolate, or liquid drops for drinks. These products are easily portable, so you can take them with you wherever you go.

Which menopause symptoms may cannabis treat?

Interestingly, some of the first research about the use of cannabis to treat menopause symptoms came from research on PTSD in female veterans. Many female veterans of Iraq or Afghanistan reported to medical researchers that CBD products helped relieve some of the effects of PTSD, especially anxiety and insomnia. The women in the studies began to use CBD products for relief from irritability and sleep disturbance during menopause as well.

So far, researchers have found CBD products can help with headaches associated with hormonal changes. As well, CBD products have been found to be effective for insomnia and anxiety as well.

woman experiencing hot flashes due to menopause

What cannabis products are best for menopause?

Which products women might choose to alleviate symptoms of menopause depend largely on their symptoms. For example, if they are experiencing extreme vaginal dryness or dry skin, a hemp cream or hemp oil may relieve dry skin symptoms. Since the majority of women are looking for relief from sleepless nights, anxiety, mood swings, and depression, CBD gummies or drops would be a great choice. What if you need a product occasionally to relieve anxiety? No problem. Because CBD products are over the counter, you can use them daily or as needed occasionally.

Is it legal to use cannabis for menopause in my state?

The use of CBD is not legal in every state. Cannabis in New York, as well as other states such as Arkansas, Connecticut, Delaware, Florida, Hawaii, Kansas, Louisiana, Maryland, Minnesota, Mississippi, Missouri, New Hampshire, New Mexico, North Dakota, Ohio, Oklahoma, Texas, Utah, and West Virginia, have legalized cannabis for medicinal use.

Other states, such as Alabama, Georgia, Idaho, Indiana, Iowa, Kentucky, South Carolina, Tennessee, Wisconsin, and Wyoming allow for CBD use but restrict the concentration of CBD in products. There are also states that allow the recreational and medical use of cannabis, as long as the individual is of age. These states include Alaska, Arizona, California, Colorado, the District of Columbia, Illinois, Maine, Massachusetts, Michigan, Montana, Nevada, New Jersey, Oregon, South Dakota, Vermont, Virginia, and Washington. Be sure to check with your state about the requirements for cannabis use.

More research is needed to understand cannabis use for menopausal symptoms

Although some research studies have been done to understand the uses of cannabis in women to relieve the symptoms of menopause, more research needs to be done on the effectiveness of CBD products for menopause relief. If you are suffering from the symptoms of menopause and you don’t want to undergo hormone replacement therapy, using cannabis products may bring you symptom relief, a moderation of mood swings, and less anxiety or insomnia

How digital improvements can aid the NHS backlog

healthcare patient with a nurse
© Monkey Business Images

Transforming UK healthcare means tackling the NHS backlog from COVID-19, could this be solved through digital improvements like AI and cloud data?

Since the UK repealed its final COVID-19 laws, many of us have enjoyed a long-awaited, carefree return to relative normality. Unfortunately, the same cannot be said for those using, and working in, healthcare. The NHS backlog, caused by the disruption of normal care by urgent treatment for COVID patients, is still growing in size.

In March 2020, NHS England waiting lists documented 4.24 million patients scheduled for consultant-led elective care. Over two years on, the latest figures show this has risen to 6.63 million—an increase of more than 50%.

The dangers of this backlog are clear. Not only are patients suffering from longer-term pain and poorer health, with some even resorting to costly loans and crowdfunding initiatives to pay for private treatment, but increased workloads mean doctors themselves are reporting the highest levels of professional burnout since records began. So, how can we improve these issues? Carolina Wosiack, Managing Director EMEA, CI&T explores this through key changes to be made in UK healthcare.

Implementing changes to the NHS

As in all walks of life, it’s important to use lessons learned from a negative experience to make impactful, lasting improvements. Here, insights gleaned from the pandemic can be used to transform how we look at healthcare. Just as war drives technological advancement, so too do medical crises: alongside the record-shattering speeds of vaccine development, modern technologies such as AI and cloud data storage are now being crafted to enhance the care that doctors, nurses, and hospitals provide.

The pandemic also highlighted areas for improvement that can’t be solved by innovation alone. To create healthcare services fit for the future, professionals must leverage a combination of new technological, managerial, and administrative solutions to safely prepare for whatever the world throws at us next.

1. Harness innovation for faster, more effective healthcare

Though technology in its current state can never replace the care offered by a healthcare professional, it can help safely tide over the gaps between diagnosis and treatment. Take mental health, for instance.

In England, around 1.6 million people currently sit on the NHS waiting list for mental health care, while 8 million more cannot access specialist help because their mental health problems are not considered serious enough to qualify. Fortunately, AI-powered therapy chatbots such as Wysa are now being trialled on the NHS, in the hope they can maintain and even improve symptoms while patients wait for care. While technology is often seen as a cause of poor mental health, here it can form part of the solution.

Meanwhile, artificial intelligence can even help to reduce wait times and ease pressure on practitioners, too. Tools such as Symptoma claim a +95% diagnosis accuracy rate for over 20,000 diseases and can be used as the first port of call to screen patient’s symptoms and direct them towards precise care for a faster, more effective journey—while freeing up healthcare professionals to focus on other pressing tasks. And then there’s hardware, too.

New wearable technologies, like portable ECG and blood pressure monitors, offer clinicians fresh opportunities to check patient progress remotely. Wearables such as Fitbits help users to stay fit and healthy with activity reminders and even pinpoint when treatment is needed through alerts such as low blood oxygen levels. Meanwhile, new home-based devices, such as home haemodialysis machines, allow patients to undergo dialysis from the comfort of their own homes while freeing up hospital beds for urgent inpatients. With such indisputable benefits, it’s time we embrace technology at every stage of care.

wearable technology
© Martinmark

2. Bridge gaps between patient and provider

Early in the pandemic, usage of telehealth services surged as clinicians attempted to deliver safe, effective healthcare from remote, socially-distanced locations. Ever since, the adoption of telehealth has continued to climb, particularly in fields such as radiology, cardiology, and behavioural health, with analysts predicting it to become a $636bn industry by 2028.

To improve on-site waiting times and treat patients who struggle to travel, UK healthcare providers should continue to communicate and diagnose patients over the phone or via video calls where appropriate. The Scottish government’s Near Me programme is a prime example of the potential success of flexibility—by using the Attend Anywhere platform to offer remote healthcare, uptake has grown from 7,000 consultations in 2019 to over a million annually in a handful of years. Plus, 75.1% of Near Me patients and 87.9% of clinicians agreed it will remain a valuable service even now social distancing is no longer required, citing benefits like faster access to support, greater convenience, lower wait times, and reduced environmental impact.

Yet in the UK, there’s still scope for innovations such as telehealth to be implemented further. Healthcare providers must be curious and receptive, pausing any preconceived or traditional ideas to explore the perks of these new, advanced healthcare ideas. Meanwhile, tech developers should work to bridge the knowledge gap between their services and clinicians through training and support to ensure even wider, more effective uptake.

3. Rebuild a system fit for 2022 and beyond

However, the key to many of these improvements is a redevelopment of the NHS system. Currently, the system is designed to provide healthcare to the whole population, not treat individuals, each with specialised needs. Most NHS England patients don’t even own their personal data—even though evolving trends now mean more people want access to make their own decisions. So, this post-pandemic period is a perfect opportunity to rethink the NHS and how it delivers care.

This isn’t simply a case of upgrading the NHS smartphone app to offer more features (although it’d be a good start). A genuine improvement would require the creation of a digital ecosystem and destination, to which patients, nurses, doctors, and hospitals can all connect and communicate through. Then, self-service features would allow patients to easily book appointments, use instant messaging to access healthcare advice fast, and much more. These features would also remove unnecessary time-consuming admin, such as waiting for an appointment letter to arrive, to ensure both individual and nationwide care is prompt and effective.

In addition, the government needs to reintroduce task forces, such as the National Quality Improvement Taskforce for children and young people’s mental health, which previously analysed in-depth how to enhance nationwide healthcare processes. These taskforces can harness expertise from cross-departmental members to ensure specialist study, collaboration, and resolutions for the nation’s toughest healthcare challenges.

Then, data-backed recommendations can be made and implemented for rapid system evolution. And though other priorities such as the cost-of-living crisis currently dominate the headlines, the taskforces must begin their work sooner rather than later. After all, now that we’re over the worst of COVID-19, the time to prepare for the next healthcare crisis is today.

Will CBD replace opioids?

Bottle of CBD and pipette against a green and white background
© Ronstik

America is gripped by opioid addiction and a dangerous opioid epidemic – could CBD be a viable replacement?

Billboards, the liberal press, conservative media, and cannabis business websites all include content claiming CBD is the answer to the opioid issue. Some have argued that cannabis may be used instead of opioids to treat chronic pain and that legalising the drug might end the current overdose crisis.

However, there is widespread scepticism and suspicion among recovery experts about these assertions. They usually respond to these hopeful assertions with the terse “there is not research enough to justify any of this.” Is this true?

Let’s discuss the current research on how CBD might be the new painkiller solution.

Opioids are addictive and can lead to overdose

One reason why CBD may be a good replacement for opioids is because it is not considered addictive. This is why both CBD and CBN oil for sale are gaining popularity as a means of pain relief that doesn’t come with the same high as other opioids.

The use of opiates has become a national health crisis, with a total of 2,263 drug poisoning deaths involving opiates just in 2020. Nearly half of all opioid overdose deaths involve a prescription drug, making it one of the most common causes of death from unintentional injury.

CBD is a natural substance

CBD is a fully natural substance that comes from the cannabis plant, and it is also a very effective painkiller. CBD is completely safe to consume and contains no addictive properties. In many cases, CBD may be even more effective than opiates at treating certain kinds of pain.

Furthermore, CBD for the most part does not cause any type of physical dependency or withdrawal symptoms when it is stopped, which means that it has little potential for abuse.

CBD can be taken in many different ways including smoke inhalation, vaporising, and ingestion. It can even be applied externally on the skin since it’s not psychoactive.

CBD is less likely to cause side effects than opioids

CBD has been used to treat many health conditions including:

  • Anxiety
  • Depression
  • Chronic pain
  • Cancer
  • Epilepsy
  • Other neurological disorders

Some studies have shown that CBD can be an incredibly effective alternative to prescription painkillers and opioid addiction medications such as Suboxone, Methadone, and Oxycontin among others.

Unlike opioids which can cause addiction and other kinds of harm, CBD does not cause any respiratory depression or death when taken in large doses. Since it does not cause highs like THC or euphoria like opioids do, CBD is considered to be safer than both of these substances.

CBD has a longer half-life than many opioids

CBD has a longer half-life than many opioids, which means that it can sometimes last for days after it is administered. This could be a good thing for chronically ill patients who need to manage their pain for a few days or for those who are using non-opioid medications but still have pain in the meantime.

CBD’s long-lasting effect could be of particular help to people who have trouble with chronic pain because they may not have to worry about waiting hours or even days between doses.

It is no exaggeration to say that scientific evidence supports the potential of CBD to relieve chronic pain and vastly reduce the use of opioids for both acute and chronic pain. However, there is no doubt that additional research will be necessary before we can properly assess the implications of these results in the real world of clinical practice and patient care.

 

Written Robin Roy Krigslund-Hansen Green Entrepreneur and Founder of Formula Swiss

Is a hybrid approach the answer to supply chain issues for mental health services?

mental health services
© Pop Nukoonrat

Dr Chuk Anyaegbuna, clinical service lead at Koa Health, and clinical psychologist, Dr Tania Johnston discuss how technology can support the current delivery system and improve access to mental health services

Over the last two years, mental health services and the professionals and institutions who deliver them have been pushed to the brink. The shortage of counsellors and psychiatrists in the UK combined with a growing demand for mental health care means that even patients with a formal diagnosis are waiting 18 weeks or longer for treatment (1). And this is without considering the many individuals who fall somewhere in the missing middle – i.e., most of us (2).

What does the current model for mental health services look like?

Mental health exists across a continuum, and every single one of us falls somewhere on the range between mental illness and mental wellness. And wherever we land on the spectrum, we can all benefit from varying degrees of mental health support (3).

Unfortunately, this means that even more people need mental health services and expert guidance at a time when the existing supply chain for mental health services simply cannot keep up with demand – certainly not within the confines of the existing delivery system. The current model varies but is something like the following:

  1. A patient visits a general practitioner (GP) with a mental health complaint.
  2. The GP self-refers into mental health services.
  3. After an uncertain (but increasingly long) amount of time, the patient sees a mental health specialist and gets an assessment and a potential treatment plan.
  4. After the assessment, the patient can commence treatment with a capped number of sessions (at least to start).

Mental health services require a lot of a very limited resource: Time

Given the current and predicted future ratio of mental health professionals to patients, this isn’t scalable or sustainable. Mental health providers are working hard to reach as many patients as possible, but there are only so many minutes in a day. Teletherapy and video sessions can improve accessibility for patients (and doctors) somewhat, but still require a lot of a very limited resource: Time.

Working with technology to strengthen the mental health supply chain

While technology can never entirely replace face-to-face care for mental health (4), it can greatly expand a busy clinician’s reach. Mental health and wellbeing support delivered via a mobile phone app can also be an accessible source of support for many who may not be open to in-person care because of stigma, convenience or expense. For people struggling with anxious thoughts, sleep issues and common mental health-related issues, this type of self-guided well-being resource can serve as a preventative measure, enabling people to take proactive action before their mental health worsens and requires clinical attention.

The great majority of people in the UK (92%) own a smartphone (5) and are open to this sort of service with a third of UK patients preferring mobile apps to doctor visits (6). In fact, 82% of people who’ve used a digital health solution in the past year, plan to continue using it as much or more as in the past (7). And although some may not immediately ‘trust’ an app, they do trust their doctors – more than any other person or institution, including public health (8). Research shows digital and app-based solutions effectively reduce symptoms of mental health conditions such as depression and anxiety (9), (10). Apps have also been shown to be useful in supporting people’s everyday well-being, helping them maintain their overall well-being and build stronger coping skills (11).

3 Key principles for the use of technology and apps for mental health: ethics, engagement and evidence-base

There are thousands of mental health apps on the market, vying for a piece of a growing market. And while most digital-first mental health solutions claim to be evidence-based, a comparatively tiny percentage are backed by rigorous science. Less than 3% of solutions available on the market have sufficient evidence to back them up (12). To first do no harm, a guiding ethical principle for mental health care (13), (14) it’s essential that any digital solutions offered are thoroughly vetted. Ideally, they’ll have undergone randomised controlled trials (printed in leading peer-reviewed publications) (15) and have positive evaluations from expert reviewing entities like ORCHA (16).

Checking into a provider’s ethics and how they treat and use user data is also crucial to ensuring patients’ private information stays private (17). At a minimum, you’ll want information around languages offered, reading level required, and device compatibility to ensure that a solution increases access to needed support instead of limiting it in a different way.

https://info.koahealth.com/en-gb/hybrid-workplace-and-mental-health?utm_source=OAG&utm_medium=Article&utm_campaign=922

Engagement matters

Engagement is also crucial – for a solution to benefit employees who need support, they must actually use it (ideally on a regular basis). For specific insights into user engagement, you may need to ask the provider directly, but a product’s average star ratings on the app stores is an excellent place to start your research. Providers should also be able to provide client case studies upon request (18).

When properly vetted, digital-first solutions can help breach existing gaps in traditional care – easing the load of busy providers and fast-tracking access to evidence-based support for many patients.

Does your organisation need help sourcing solutions for mental health and wellbeing? Koa Health can help. Contact us at info@koahealth.com.

About the authors

A medical doctor who is passionate about extending the reach of busy mental health providers with digital-first mental health support, Dr Chukwuebuka Anyaegbuna is Clinical Service Lead at Koa Health.

A firm believer in the power of technology to make mental health care more accessible to more people (and deliver clinically validated techniques), Dr Tania Johnston is a clinical psychologist at Koa Health.

References

  1. https://www.rcpsych.ac.uk/news-and-features/latest-news/detail/2021/10/06/workforce-shortages-in-mental-health-cause-painfully-long-waits-for-treatment
  2. https://www.openaccessgovernment.org/scalable-accessible-mental-health-for-all/131668/
  3. https://koahealth.com/blog-post/comprehensive-care-what-it-is-and-why-it-matters
  4. https://reba.global/resource/how-a-hybrid-healthcare-approach-combines-digital-tech-with-the-human-touch.html
  5. https://www.statista.com/statistics/271851/smartphone-owners-in-the-united-kingdom-uk-by-age/
  6. https://healthcare-digital.com/digital-healthcare/third-uk-patients-prefer-mobile-apps-doctor-visits
  7. https://www.uk.mercer.com/content/mercer/europe/uk/en/our-thinking/mercer-marsh-benefits-health-on-demand.html
  8. https://www.uk.mercer.com/content/mercer/europe/uk/en/our-thinking/mercer-marsh-benefits-health-on-demand.html
  9. https://www.thelancet.com/pdfs/journals/lanpsy/PIIS2215-0366(20)30256-X.pdf
  10. https://journals.plos.org/digitalhealth/article?id=10.1371/journal.pdig.0000002
  11. https://mhealth.jmir.org/2022/7/e30976
  12. https://www.nature.com/articles/s41746-019-0093-1.pdf
  13. https://www.nature.com/articles/469132a
  14. https://www.tandfonline.com/doi/full/10.1080/0309877X.2021.1890702?cookieSet=1
  15. https://koahealth.com/blog-post/landmark-trial-of-nhs-staff-reveals-promising-solution-to-improve-mental-health
  16. https://koahealth.com/blog-post/digital-mental-health-support-evidence-and-effectiveness
  17. https://koahealth.com/blog-post/can-a-wellbeing-app-be-ethical
  18. https://info.koahealth.com/en-gb/foundations-rct?utm_source=EmployeeBenefits&utm_medium=Blogpost&utm_campaign=722

Koa Health

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Please Note: This is a Commercial Profile

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