Morning everyone! It’s not just me today, so I’m going to introduce the Barts team in a minute, but on the end we have Andrew Frost from MTS who actually really led the charge and did all the commissioning for the London Nightingale. So the presentation today is a small journey through the eyes of MTS and Barts Health who rapidly commissioned and handed over and operated the London Nightingale. This will demonstrate all the things that became possible in such a short period of time, and to review at the end of the presentation the lessons learned and the aspects of resilience planning - oh my computer’s gone! That’s the first resilience planning done - and also to showcase what is best and best about clinical engineering. Next slide.

So, a lot of us in capital equipping, who plan and build hospitals, came back from our Christmas break in 2019 and leading into January 2020, and saw on LinkedIn some pictures of some hospitals, this is the one in China, and raised an eyebrow to say how is it in the UK, it takes us between two and five years to commission and build a hospital, and yet something had been erected in 12 weeks, apparently. So no one realised really at the time, maybe the government, but we certainly didn’t that COVID had already hit and struck.

Read more: Resilience Planning in an Emergency – Life Saving Equipment

PROF PAUL WHITE

Thank you very much, John. It shows, when John asks you could you send a precis of what you’ve done over the years and you ignore it, then what John will do is find whatever’s available online, so thank you for that. So, without further ado, what we’re going to be doing is talking about some work that we’ve been doing over a number of years really, which is looking at comprehensive medical equipment asset management, which is central to all of our activities, having an accurate asset base is key and what we’re going to talk about is some of the things that we’ve done at CUH over the years and how it’s developed from that and I’d like to introduce Farhang who helped us with some of this work. It’s great coming up with ideas, but when you go to the management exec and we have a very, very high profile with our management exec in terms of the finance director, medical director and I’m up there on the management bridge two or three times a week, but it’s about getting assurance, it’s that assurance model of what you want to do and what you’re proposing to do. The chief exec always says, is that right, is that correct, and what we did in this instance is worked with Farhang to get that assurance, so the complete harebrain ideas that I might come up with, is there assurance that that is right and appropriate. So, Farhang.

Read more: Full Life-Cycle Med Tech Asset Management Delivering Major Savings and Efficiencies

It’s good to be here again actually. I was due to give this talk a year ago at the meeting that had to be cancelled and, frankly, as a result really of a combination of COVID, of things that the EU did and of Brexit, what I’m going to have to say is actually going to be an awful lot more speculative than it would have been had I been giving this talk a year ago. Things have changed and I really can’t be anything like as definitive as I would have been a year ago. So, what we’re going to talk about is where we are currently regarding the Medical Devices Regulation in GB and NI. Now, we’ve got to get used to referring to the United Kingdom as being in two bits, GB being England, Wales and Scotland, and NI being Northern Ireland, because, as we know, Northern Ireland have, as part of the arrangements that we’ve made, Northern Ireland are sticking with the EU rules in the greater part and in particular in relation to medical devices. They’re implementing the EU Medical Devices Regulation, but that’s not the case in GB, in England, Wales and Scotland. So, I’ll give you a brief overview of what the current regulations require that affect health institutions, the current regulations in GB. We’ll deal with those in the context of in-house manufactured devices, including software as a medical device and research devices and maintenance. And then I’ll do some speculation as to where we might end up, because, frankly, we don’t know at this stage and a pointer towards best practice for in-house manufacture.

Read more: The Impact of the New Medical Device Regulations on NHS Services

Right, I’ve been retired now for two years, but it doesn’t feel like it because like you guys when COVID I was back at the coalface. And I am, I still am, and I’m working on would you believe, I’m not in medical engineering, but I’m doing the COVID vaccination programme with my wife. We’re out there stabbing people, yeah, and the more the merrier. If you’ve not had it get it! Right, now I’ll start.

I’ve put up a little slide here, a little picture that’s been drawn, which says what every single presenter today has felt like as they stand here. Picture says a thousand words. They’re sweating a little, they’re nervous, they’re worried about the attitude of the audience, they’re wondering how it’s all going to go, and if you don’t feel like that you shouldn’t be here. And I don’t care how many times I’ve done this, and I have done it a lot of times, I’m still nervous, and you will be.

Let’s have a look, see where we’re going with this, the overall aim. I always like to set out what you’re going to finish with at the end of my session. Well you’re going to finish with a better idea of how to become a very capable presenter, and a more in-depth thought process over how you’re going to deliver and develop training within your departments. There are some objectives. Every presentation you need to ensure that what you are giving is going to expand the knowledge and take forward the understanding of your audience, and the individual. You’re not speaking to a group; you’re actually speaking to one person at a time.

Read more: Effective Training and Presentation.