Solutions

Our portfolio of solutions use digital technology to help hospitals deliver better care and a better patient experience.

Digital Platform

Enabling digital transformation at the point of care by overlaying legacy systems to make data accessible where it’s needed.

ExtraMed Patient Flow

ExtraMed replaces manual processes with an intuitive digital solution that gives frontline staff and NHS Trusts real, actionable visibility of patient flow.

Vital Signs & Nursing Assessments

Using the Hospedia bedside terminal, a handheld tablet device or a smart phone, clinical staff can easily capture patient observations digitally.

WiFi

Keeping patients engaged, mentally active, informed and in touch with the outside world improves their experience and response to treatment.

Case Studies

Find out how we’re helping NHS Trusts, hospitals and frontline staff deliver digital transformation at the point of care.

A&E 4 hour targets at Luton and Dunstable

Luton and Dunstable NHS Trust have consistently exceeded the 4 hour A&E waiting time standard. How are they doing it?

Ready to Go with Patient Flow at Derby

Derby Teaching Hospitals NHS Trust needed to create efficiencies by improving bed management and the discharge process.

Keeping patients connected and engaged

How Hospedia’s WiFi solution has enabled a number of hospitals to deliver connectivity for patients and staff alike.

Six ways to help make technology and change work in practice

Digital transformation at the point of care

In a recent article, Helen Bevan, Chief Transformation Officer for NHS England outlined what makes changes stick in the care sector. It got us thinking about how best to approach technology and change in the NHS.

For a quarter of a century, Helen Bevan has overseen change initiatives within the NHS. In the latest Harvard Business Review, she talks about the challenges of preserving the gains from previous initiatives while moving successfully forward with new projects.

“Much of our workforce models the behaviour of senior leaders, and when those leaders shift their energy to something else, it’s hard to sustain things. We have to find ways to continue the journeys we’ve started by sustaining people’s energy while creating space for new things,” she said.

Certainly, leaders influence how change is perceived initially. From there, as Bevan attests, it’s a matter of ensuring everyone else understands the value of – and reason for – change and buys into it. She also addresses the concern, particularly in the care sector, around whether efficiencies are more focused on cost-cutting than outcomes.

“Of course we focus on costs – we have finite resources. But it’s about framing. Instead of talking about waste, we focus on unwarranted variation in care. Every patient with the same condition should get the same high-quality treatment; when that doesn’t happen, it can be a matter of life and death. Variation also adds to cost, so reducing unwarranted variation increases care and reduces cost.”

Five ways to initiate effective change

The ExtraMed team has extensive experience of deploying digital technology to support change. Here are five principles to consider when initiating, managing and sustaining change in the NHS.

1. Early engagement with end users is crucial

People don’t always relish change, especially if it’s abrupt and the reasons behind it aren’t clear. To minimise resistance, it’s important to respect staff and the hard work they do by getting them involved from the start.

2. Sharing the benefits and value of the software

Outlining why the software is needed and what benefits that brings is a sure way to gain buy-in, particularly if it links to an individual’s daily work load and responsibilities.

3. Be clear on what is going to be delivered and will how this will help and improve patient outcomes.

In a crowdsourcing exercising about the biggest barriers to change, Bevan found the most common answer was “confusing strategies”. So, when a new initiative or goal is proposed people don’t know whether it’s more important than a previous one. Therefore, clarity around what the goal is and how it integrates with ongoing practice is important for delivery.

4. It’s not technology that engages your users, it’s outcomes

Having shiny gadgets and reams of data means nothing if it doesn’t offer cost-savings or improve outcomes. Patient flow has been designed to be outcomes-focused and provides efficiencies across the board, from removing time-heavy manual processes to allowing visibility of the flow process to expedite patient movement and reduce delays.

5. Don’t under-estimate cultural change

Cultural changes take time and, certainly, going from manual to electronic processes can be daunting. Training, communications on what is coming, on-site open days pre-launch – all provide opportunities for open communication with end users and the opportunity to address any concerns. ExtraMed is designed to be user-friendly, plus we train end users right at the start, letting them own the change.

6. Get staff hands-on

We provide access to software during pre-deployment stage. This hands-on exposure builds a great foundation, increasing confidence that the software is easy to use – and that it has very practical applications. The user becomes engaged early on, with a more grounded understanding of the immediate benefits to clinical staff and patients.

Want to know more? Download the ExtraMed data sheet.

Six ways to help deliver technology and change in the NHS

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