Krishan Ramdoo

SHIFTING POWER FROM INSTITUTIONS & ORGANISATIONS TO PEOPLE & COMMUNITIES Annual expenditure on UK healthcare currently sits at just below £300 billion, almost 10% of our gross domestic product. The NHS has a clear mandate to deliver healthcare free at the point of access, but what constitutes the "health" this service is trying to is less obvious to those of us working in it. Is the priority to keep people alive as long as possible (#lifeexpectancy), or to delay the onset of disease and disability (#healthexpectancy)? Given advancements in technology and drug development it is shocking to learn that both life AND health expectancy rates are starting to fall, whilst health inequalities increase. This is against a backdrop of concern about #burnout in health professionals, the carbon footprint of the #NHS and the negative impact of #climatechange on our health and health inequalities. Every government paper talks of the need for a "paradigm shift", and yet there is no articulation of what such a service would look like if we could wave that magic wand and modernise the vast bureaucratic monolith that is the NHS overnight. As we say in the coaching room if you don't know where you are trying to get to then you have absolutely no chance of getting there! Having worked as a GP in the NHS for over two decades it has been revelatory to discover #lifestylemedicine #integrativemedicine and #mindbodymedicine over recent years and integrate this cutting edge science into my NHS consultations. I have realised how much power I was holding when using a conventional approach to healthcare and shifting from a #dramatriangle dynamic to an #empowerment dynamic has prompted feedback such as "I've been waiting for this consultation for years". I was therefore delighted to hear about not for profit movement Heal Scotland, which is on a mission to help educate, inspire, and support people so they can take care of themselves using simple methods and protocols in a way that is accessible, approachable, and fun. I am honoured to be invited to deliver a workshop describing my work as a holistic NHS GP in #Alness and #Invergordon at the Heal Scotland Wild Medicine Festival this weekend in Broadford for which a few day tickets are still available for tomorrow using the link at the bottom of this post. The workshop will intertwine the most powerful concepts from the worlds of psychology and neuroscience with spoken word art telling James Hickson's incredible story of recovery from #PTSD and #addictions, aiming to inspire personal change and share a vision for an NHS that is kinder to people, health professionals and the planet. We hope to see you there! https://lnkd.in/eXqQSDf2

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At Lancashire Teaching Hospitals NHS Foundation Trust, we have mapped our data into the OHDSI (Observational Health Data Sciences & Informatics) OMOP Common Data Model (>1.5M patients, >450M measurements, ~18M visits, etc. https://lnkd.in/e9bz_Dqx. 🎞 📷 ) When I first set LTH on this journey, I knew of no one else in the Northwest of England doing this, let alone at this scale and not in the way I wanted this to be done. In less than 12 months, we accomplished quite a bit - including incremental daily refreshes so that our OMOP data is as fresh 🍀 as the midnight before extending the use of OMOP to much more than research uses. At about the same time I decided that we were going to do this, I also discovered dbt Labs's data-build-tool (https://getdbt.com/). This radically changed how we were able to do this as a team and accelerated development. See our ELT documentation here -> https://lnkd.in/evb_yshe. I was fortunate to have an incredibly talented data engineer who was willing to learn dbt and OMOP fast and is now doing a PhD in data engineering! And, Tim Howcroft joined the team as well and is leading on the cancer work. As we look to scale the OMOP transformation work to all of Lancashire and South Cumbria Integrated Care Board (ICB) with University Hospitals of Morecambe Bay NHS Foundation Trust next, am I wrong to consider swapping dbt for SQLMesh (https://sqlmesh.com/)? One way to find out is to evaluate them. So, I rebuilt the OHDSI Achilles scripts in both dbt (for SQLServer and Databricks) and SQLMesh. They all work (including DataQualityDashboard in dbt for Databricks). dbt_achilles: https://lnkd.in/ePHjw-Xs sqlmesh_achilles: https://lnkd.in/eDHY5sxE dbt has been phenomenal so far 🚀 but with our OMOP data in Databricks and as the complexity and scale of ELT grows, SQLMesh promises certain advantages over dbt. We have spent a year getting good at using dbt and wonder if SQLMesh's approach is superior enough to pivot for our use case. This will be an important decision in the coming weeks - one that will have ramifications for how we operate as a team 🤼 , our ability to scale as well as manage our cloud consumption costs. 💰 I would welcome thoughts from anyone here 🙏 .

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In the advent of the junior doctors' (now resident doctors') pay deal, PLEASE make sure you are speaking to colleagues and ensuring they know about backpay that comes from the deal - especially those colleagues that have changed trusts, or even left England. BELOW 👇 is a table from the BMA advising on the rough backpay that doctors will be owed, which is backdated to April 2023. This is true for ALL types of 'junior doctor' in England during that time, whether those with an NTN, junior/senior clinical Fellows, LEDs - basically anyone on the England Junior Doctor contract OR anyone whose contract mirrors it (such as trust grade SHOs/registrars or locally employed doctors). This is due to be paid in November 2024 (2 months time) from the trust/employer that was employing you at the time. Table can be found here: https://lnkd.in/eKuNFgM2 This backpay comes from the ADDITIONAL 4% that has been agreed with the government on top of previous pay awards from the 2023/4 and 2024/5 cycles - so for every month of employment from April 2023 to August 2024 in a 'junior doctor' post of some kind, you are owed an additional 4% gross (that is pre-tax, pre-loan deductions etc) of your salary (banding/on-call rates etc will still apply). I personally have caught up with several international medical graduate colleagues who did not know this applied to them - and we're talking about many thousands of pounds in potentially lost earnings. It was really important to the BMA RDC leadership that no doctor was left behind - and we need to ensure that's the case. If helpful, I've made an explainer video going through things in more detail: https://lnkd.in/eeT_2TQX #doctors #juniordoctors #residentdoctors

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NHS managers/team leaders at (Agenda for Change) bands 6-8a directly supervise up to 80% of our NHS people. These “frontline” team leaders have an outsize influence on NHS performance. Yet: - They don’t have a big collective voice in opportunities to improve NHS productivity - Only a small proportion of leadership development budgets in the NHS target them Tomorrow I'm spending the day with four NHS systems identifying potential opportunities to unleash the potential of frontline managers and team leaders to lead change. For more on the latent power of frontline leaders, see, eg: https://lnkd.in/eayPSXRG by  Boston Consulting Group (BCG)

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Timely report on the impact of surgical hubs

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🌍 New Report Alert: Fixing General Practice in the NHS The British Medical Association has released a new report, Patients First: Why General Practice is Broken & How We Can Fix It, addressing the mounting challenges faced by general practice in the NHS. 📉 It's key findings reveal: - Severe underfunding of GP practices, with 2,000 closures since 2010. - Fewer GPs managing an increased number of patients, resulting in access issues. - The loss of continuity of care, which is vital for patient outcomes. The report outlines immediate, medium, and long-term solutions, including: - Immediate actions to retain GPs and prevent further closures. - A new GP contract that increases funding and supports continuity of care. - A long-term vision for a GP-led, community-focused, preventative healthcare model. This report is a call for bold investment in general practice to ensure patients receive the care they deserve and to secure the future of the NHS. I'm curious to know what my NHS and General Practice based connections think of the report and it's recommendations 🏥 #NHS #GeneralPractice #HealthcareInnovation #PatientCare #GP

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👩‍⚕️ 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐚𝐧𝐝 𝐎𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐢𝐞𝐬 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐍𝐇𝐒: 𝐈𝐧𝐬𝐢𝐠𝐡𝐭𝐬 𝐟𝐫𝐨𝐦 𝐭𝐡𝐞 𝐂𝐡𝐚𝐢𝐫 𝐨𝐟 𝐍𝐇𝐒 𝐄𝐧𝐠𝐥𝐚𝐧𝐝 🏥 Today at GIANT Health Event I enjoyed the fireside chat where health policy analyst Roy Lilley interviewed Richard Meddings, the chair of NHS England. Hugely popular session, standing room only! Here are some of the highlights: 🌍 𝐖𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞, 𝐖𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞, 𝐖𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞! 👉The healthcare workforce shortage is not just a UK issue. Nations are competing for talent, making recruitment increasingly difficult. 👉Upskilling allied health professionals (AHPs) and expanding training pathways is vital. 👉While long-term workforce plans are necessary, they’re only one part of the picture. 📱 𝐓𝐞𝐜𝐡 𝐚𝐧𝐝 𝐃𝐚𝐭𝐚 🔸NHS App: This is evolving into a powerful hub, but integration with legacy systems remains a challenge. Progress has been made, with 44,000 healthcare systems moved to the cloud—more work still needed. (https://lnkd.in/eEgUP3ZW) 🔸Federated Data Platforms: Tools like Palantir are providing a “translation layer” to unify data across institutions, ensuring interoperability and analytics potential (https://lnkd.in/eakTYhu5) 🔸NHS Number: This universal identifier could hold the key to connecting health records into insights on economics, habits, and preventative care. 🔸AI in Action: From ophthalmology to breast screening, AI is already helping diagnostics. Ambient documentation pilots (voice-to-text tech) are also underway, promising significant time savings for clinicians. 🏥 𝐕𝐢𝐫𝐭𝐮𝐚𝐥 𝐖𝐚𝐫𝐝𝐬: 𝐀 𝐒𝐨𝐥𝐮𝐭𝐢𝐨𝐧 𝐭𝐨 𝐂𝐚𝐩𝐚𝐜𝐢𝐭𝐲? 🔸With 95,000 hospital beds operating at 97% capacity, virtual wards are a key strategy for tackling overcrowding. 🔸Over-65s make up 25% of the population but drive 50% of hospital admissions and 74% of bed occupancy. 🔸Proactive virtual care for conditions like UTIs could reduce unnecessary admissions and free up critical capacity. 🚀 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧, 𝐏𝐫𝐞𝐯𝐞𝐧𝐭𝐢𝐨𝐧, 𝐚𝐧𝐝 𝐒𝐭𝐚𝐲𝐢𝐧𝐠 𝐅𝐨𝐜𝐮𝐬𝐞𝐝 🔹NHS Priorities: Digital, prevention, and community-based care will be central to the long-term plan (https://lnkd.in/e2XVyXaa) 🔹Exponential Innovation: We’re achieving what seemed impossible five years ago, and the pace of change is accelerating. 🔹Focus on Fewer Initiatives: To drive real breakthroughs, the NHS must concentrate resources on core strategies, avoiding the risks of fragmented funding. 🔮 𝐋𝐨𝐨𝐤𝐢𝐧𝐠 𝐀𝐡𝐞𝐚𝐝 Richard Meddings offered a hopeful outlook for the NHS five years from now. Despite exponential demand and structural pressures, innovation holds the key to transformation. He ends by stating the vision of a health system that is free and accessible remains worth fighting for!

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Draft budget 2025/26 for Wales: £600m “extra revenue and capital funding” for health and social care with promise for investment in digital tech Story: https://lnkd.in/ewX9wUFA

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Draft budget 2025/26 for Wales: £600m “extra revenue and capital funding” for health and social care with promise for investment in digital tech Story: https://lnkd.in/ewX9wUFA

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September is #prostatecancer awareness month. #Prostate #cancer is a disease that kills 1 man every 45 minutes in the UK, a disease without #symptoms in its early, curable stages, and a disease that can affect men from middle age and does not only affect old men. A disease that we need to be proactive about to catch early, with state of the art precision #biopsy and #MRI. A disease that needs to be managed by expert #surgeons #oncologists #pathologists #radiologists and #nurse specialists as part of a multi-disciplinary #team like we have at Cleveland Clinic London And a disease that yes we have a month dedicated to raise awareness for, but that strikes all year round - regardless of whether it’s Christmas, Diwali, Hanukkah, or Eid. Every day of every month is a day for raising prostate cancer awareness in my book. If you are a man over 40 please check your risk of prostate cancer using the Prostate Cancer UK calculator and go and see your #doctor or #urologist if you’re at risk. Thank you 🙏 to Cleveland Clinic London for the opportunity to share my thoughts on #prostate #cancer and other #urology conditions below 👇

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#Darzi Review of 2024 highlighting woeful capital underspending in NHS over a sustained period. Key questions are : what is going to be done about it, where the Government funding for it will come from, what's the pipeline for those who want to gear up to meet this requirement , where's the supply chain and capacity to build it? Important questions for this administration.

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𝐇𝐨𝐰 𝐃𝐨 𝐖𝐞 𝐀𝐯𝐨𝐢𝐝 “𝐖𝐡𝐢𝐭𝐞 𝐄𝐥𝐞𝐩𝐡𝐚𝐧𝐭𝐬” 𝐢𝐧 𝐇𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞 𝐓𝐞𝐜𝐡? Today, I had an engaging chat with an NHS digital IT lead and business development director about this super important question: 🤷‍♀️ 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘦𝘯𝘴𝘶𝘳𝘦 𝘵𝘩𝘢𝘵 𝘰𝘶𝘳 𝘪𝘯𝘷𝘦𝘴𝘵𝘮𝘦𝘯𝘵𝘴 𝘪𝘯 𝘈𝘐 𝘢𝘯𝘥 𝘵𝘦𝘤𝘩 𝘭𝘦𝘢𝘥 𝘵𝘰 𝘪𝘮𝘱𝘢𝘤𝘵𝘧𝘶𝘭 𝘤𝘩𝘢𝘯𝘨𝘦, 𝘯𝘰𝘵 "𝘸𝘩𝘪𝘵𝘦 𝘦𝘭𝘦𝘱𝘩𝘢𝘯𝘵𝘴"? (White 🐘 : something that is expensive to acquire/ maintain & provides little to no value) 𝐇𝐞𝐫𝐞 𝐚𝐫𝐞 𝐬𝐨𝐦𝐞 𝐢𝐧𝐬𝐢𝐠𝐡𝐭𝐬 𝐟𝐫𝐨𝐦 𝐭𝐡𝐞 𝐜𝐡𝐚𝐭: 1️⃣ Start with 𝐫𝐞𝐚𝐥 problems. I know it's been said so many times over, but so true... The best innovations address 𝐜𝐥𝐞𝐚𝐫 𝐩𝐚𝐢𝐧 𝐩𝐨𝐢𝐧𝐭𝐬—not just "nice-to-have" improvements. Rooting projects in genuine needs ensures the solution has a role in solving 𝐫𝐞𝐚𝐥 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬. Remember - whilst ~80% of AI medical devices are imaging based solutions, 80% of healthcare problems are not necessarily radiology related! (not to say I don't want us to have radiology AI tools - just that they may not be the biggest issues in a particular institution/healthcare system). 2️⃣ 𝐓𝐡𝐢𝐧𝐤 𝐛𝐞𝐲𝐨𝐧𝐝 𝐬𝐢𝐧𝐠𝐥𝐞 𝐝𝐞𝐩𝐚𝐫𝐭𝐦𝐞𝐧𝐭𝐬 Tools that address system-wide processes or benefit multiple departments are more likely to justify investment. The broader the impact, the greater the value. 3️⃣ 𝐂𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐞 𝐭𝐨 𝐬𝐡𝐚𝐫𝐞 𝐥𝐞𝐬𝐬𝐨𝐧𝐬 𝐥𝐞𝐚𝐫𝐧𝐞𝐝. If one NHS team discovers a innovation doesn’t work, that knowledge should prevent others from repeating the same mistakes. Whilst we hate advertising our failures, transparent collaboration and shared learning can help the NHS innovate smarter, not harder. If a certain number of tools may inevitably be 'white elephants' then let that be discovered by one team, not have replicated mistakes and time wasting across many. 4️⃣ 𝐏𝐥𝐚𝐧 𝐟𝐨𝐫 𝐫𝐞𝐠𝐮𝐥𝐚𝐭𝐨𝐫𝐲 𝐚𝐩𝐩𝐫𝐨𝐯𝐚𝐥𝐬. Delays and disappointment often occur when teams realise a tool can’t be deployed due to unmet regulatory requirements. Need to address upfront. 5️⃣ 𝐄𝐧𝐠𝐚𝐠𝐞 𝐩𝐫𝐨𝐜𝐮𝐫𝐞𝐦𝐞𝐧𝐭 𝐞𝐚𝐫𝐥𝐲 Similarly, teams may be looking at AI tools or researching them, having meetings and discussions with various stakeholders wanting to use them clinically, but find they can't procure it as it's not on an NHS-approved procurement framework. Involving procurement teams from the start ensures smoother adoption pathways. 6️⃣ 𝐁𝐞 𝐜𝐥𝐞𝐚𝐫 𝐨𝐧 𝐰𝐡𝐚𝐭 𝐬𝐮𝐜𝐜𝐞𝐬𝐬 𝐥𝐨𝐨𝐤𝐬 𝐥𝐢𝐤𝐞 (𝐔𝐗 𝐢𝐬 𝐢𝐧 𝐭𝐡𝐢𝐬 𝐛𝐢𝐭!) Define clear outcomes to know if this is or isn't a white elephant. Like time saved, errors reduced, improved patient outcomes, user satisfaction and engagement with the tool — gauge whether a solution is genuinely making a difference and if people like and want to use it. This was just an informal chat and brainstorm so I'm sure there are other factors not mentioned but love to hear your thoughts!

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I was in my colorectal clinic at The Royal London Hospital at Barts Health NHS Trust this afternoon, and as usual, the clinic was overbooked and busy trying to fill the extensive NHS waiting list. I have been a Consultant Surgeon for 17 years, and as an innovator I always wonder how we could improve both the clinician and patient experience. Wouldn't it be great if AI could assist me in every part of the clinical conversation? Here is a potential solution from Quadrivia AI. Imagine if the patient was given my personal AI agent to take a fully targeted colorectal history, which would take 15-30 minutes in the comfort of their own home prior to seeing me in the clinic. This would allow me to use the precious time in the clinic more efficiently and potentially see more patients. Here is a solution that the team are creating in the video below. Soon, AI will augment the entire patient experience, from taking a history to offering a diagnosis, explaining surgical operations, and helping manage postoperative care. We need to move away from the current episodic touchpoints and move to a more seamless, continuous patient experience. The Colorectal Consultation AI agent gathers patients' symptoms and health history related to colorectal health, including family history and prior screenings. A personal AI agent that is trained and customised for my use. Let me know your thoughts on the video. How would you use AI in your clinical workflow? Thanks to Dr Kimya Tarr, Rollo Shaw @Maurizio Moriello and of course Ali Parsa for creating the best AI tool I have experienced.

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How does your GP decide when to refer a patient for suspected cancer? "The NICE recommendations were developed using a 'risk threshold', whereby if the risk of symptoms being caused by cancer is above a certain level, then action (investigation or referral) is warranted" - NICE guideline [NG12] Let's explore the referral pathways for the four (4) most common cancers in the UK. The patient's story matters as it weaves the pattern that a clinician can detect to make an informed decision about what to do next. If you have persistent symptoms seek advice from your primary care team. Watch here: https://lnkd.in/eeeQKQXk #cancerawareness #primarycarelearning #education #ppv Reference: https://lnkd.in/eGMYqza7 https://lnkd.in/emQwkiM4

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🌍 Transforming Primary Care: A New Era for the NHS? In the space of the last three weeks we've had at least three significant reports all calling for us to rethink how we deliver healthcare in the UK. The Prescription for Prevention report follows the Lord Darzi Review and IPPR Commission's findings and calls for a radical shift from reactive treatment to proactive, prevention-led primary care, with general practice at the heart of this transformation. Over 80% of patients’ interactions happen in general practice—imagine the impact we could have by empowering these services to focus on keeping people healthy, not just treating illness! But it doesn’t stop there. This vision isn’t achievable without strengthening management capacity and leadership across the healthcare system. The report highlights that skilled, empowered leaders are essential to driving this change, ensuring integration of services, and navigating the complexities of a new health-creating model. This aligns with the findings from the Commission on Health and Prosperity (2024), which also underscores the need for capable leadership to deliver a preventative, primary care-led system that can handle the rise in long-term conditions and chronic illness​. Likewise, the Lord Darzi Review stresses that management capability is critical to delivering innovative care models, reshaping primary care, and ensuring we have the workforce and infrastructure to make these changes a reality​. The message is clear: We need a combination of transformative leadership, management capability, and community-centred primary care. Only then can we realise a healthier, fairer future for all. What's less clear is where that capacity and capability is coming from. Like many, I hope the answer doesn't lie in 'the big four'. Delivering this change needs people with the deep knowledge and experience of working on the front-line. People who are invested in and connected to primary care professionals and the communities they serve. Are we ready to lead the charge? 💪🔑 #HealthcareLeadership #PrimaryCareRevolution #NHSInnovation #PreventionFirst #HealthcareManagement

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Ensuring the Future of the NHS: A Call for Political Action: As an ex-NHS professional , working for the NHS Provider Management / CCGs, I always feel privileged and recognize it as one of the world's best public healthcare systems, justifying the right to health as a fundamental right. It serves as a role model for many societies when formulating their health policies. Now, it's high time for UK leaders to uphold the legacy of the NHS and make it stronger. Investing in health and education should not be considered a mere expenditure or strain on the exchequer The NHS is facing critical challenges, Here’s a snapshot of the key issues that need to be addressed: 1. Waiting Lists and Backlogs: With 7.54 million cases pending and many waiting over 18 weeks for treatment, the backlog is a pressing concern that demands attention. 2. Workforce Shortages and Burnout: Severe workforce shortages is causing high levels of burnout and job dissatisfaction among professionals. Urgent solutions are needed to improve support and working conditions for staff. 3. Funding and Resource Constraints: Despite increasing demand, funding has not kept pace, resulting in resource constraints that impact care quality and timeliness. 4. Cancer Care Delays: Many patients are not being diagnosed or treated within recommended time frames, directly affecting patient outcomes. Addressing these delays should be a priority. 5. Health Inequalities: Significant disparities in access to healthcare services and health outcomes persist across different regions and demographic groups. Targeted policies and sustained investment are necessary to tackle these inequalities. 6. Mental Health Services:The growing demand for mental health services highlights long waiting times and resource shortages. Enhanced funding and resources are crucial. 7. Aging Population: The increasing elderly population requires more intensive and prolonged care, necessitating a rethinking of healthcare delivery models. 8. Digital Transformation and Technology: The integration of new technologies is hindered by outdated IT infrastructure and resistance to change. Investment in modernizing IT systems is key. 9. Public Health and Prevention: There is a need for better-funded initiatives to promote healthy lifestyles and reduce the burden of diseases. Emphasizing public health and preventive measures can significantly improve outcomes. Political parties must prioritize these issues in their manifestos and commit to strategic interventions, improved resource allocation, and supportive measures for healthcare workers. The future of the NHS depends on our collective efforts to find sustainable solutions. Political commitment and action are vital for ensuring a robust and resilient healthcare system for all. #NHS #HealthcareChallenges #UKHealthcare #PoliticalCommitment #HealthPolicy #PublicHealth #MentalHealth #DigitalHealth #AgingPopulation #HealthInequality

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We're absolutely delighted to share the success of our 12-week collaboration with Floki Health and Hartree Centre SME Hubs. Together, we developed an interactive enhancement to our platform that visualizes and optimizes the distribution of hospital equipment, significantly improving efficiency and resource management. This will not only save the NHS time and money but also ensure that medical facilities are better equipped to provide timely and effective patient care. 👍 🎯 Outcomes from the project: - Enhanced patient care - Better asset management - Enhancements to our platform and its accessibility - Valuable insights for future projects The project showcases the power of collaboration in achieving actionable insights and innovative solutions, something of a mantra for us here. We're proud to have worked with Hartree Centre in driving positive change in the healthcare industry via this improvement to our platform. We utilized advanced data analytics and visualization techniques to identify inefficiencies in equipment distribution. By optimizing the allocation of resources, we are able to not only improve patient care but also reduce costs for hospitals. This is a win-win situation for all stakeholders involved - patients receive better care and hospitals save money. This project is just the beginning. The valuable insights gained from this collaboration will guide future projects and help us to help the NHS further improve healthcare delivery. Stay tuned for more updates on our future collaborations, we have some very exciting developments in the pipeline. We highly recommend participating in a collaboration project like this and Hartree Centre SME Hubs next round of open calls for their Collaborative Data Projects opens next Tuesday so get in there. 🗓️ Open call live from Tuesday 9th of July to Tuesday 30th of July. To finish, we just want to say thanks so much to Fergus McClean, Georgia Carr, Natasha Bowers, Stephen Dowsland, Jordan Connolly, Peter Michalák, Sunderland Software City, National Innovation Centre for Data, Newcastle University and the rest of the team. It really was a fantastic experience. Here's a link to a short video about our successful partnership, we'd love you to take a watch... https://lnkd.in/eis_rHW6 #healthcare #collaboration #innovation #datascience #visualization #NHS

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As a specialty nephrology is ideal for video consultations especially for routine follow-ups: all I need as a clinician is blood and urine test results home blood pressure readings and an IT literate patient who can operate a smartphone or computer 🙏

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