Virtual Wards – Ortus iHealth

Navigating Healthcare’s Future: A SWOT Analysis Part 2: Strengths and Threats!

Nick Niziolomski — Tue, 24 Oct 2023 13:11:12 +0000

A Virtual Ward and Remote Monitoring SWOT Analysis: Strengths and Threats (Part 2 of 3)

In the first instalment of this three-part series, we touched on the transformative expectations and circumstances surrounding NHS England’s plans for the deployment of Virtual Wards. Programmes of this scale across an organisation as complex and diverse as the NHS are always challenging. Success requires a common vision, goal, and commitment, none of which can be achieved without collaboration across multiple stakeholders, as well as the funding and time to support the journey to the new models.

Despite the “usual” transformation challenges, such as growing waiting lists, resource shortages, and the impact of strike disruptions—we must keep our eyes on the prize. Virtual Wards and Remote Monitoring represent one of the very few viable and scalable pathways to improve patient welfare. The combination of new clinical practices and technology enablement delivers results, such as preventing unnecessary admissions and identifying deteriorating patients as well as enabling earlier discharge post procedure. While not a panacea for all healthcare woes, these technologies do provide a means to prioritise high-acuity patients and place them at the centre of their healthcare journey.

As we continue to explore the topic, this second post will focus on the Strengths and Threats to Virtual Wards and Remote Monitoring implementation. Drawing from both industry data and firsthand experiences, we’ll examine some of the key strengths that make Virtual Wards and Remote Monitoring a cornerstone for future healthcare delivery, as well as the potential pitfalls that represent a challenge to their full-scale adoption.

Strengths:

1. Evidence-Based Approach
2. Patient-Centric
3. Multidisciplinary Care
4. Resource Optimisation
5. Technology-Enabled.

Threats:

1. Transformation Challenges
2. Technology Barriers
3. Quality of Care
4. Variable Outcomes

Strengths

1 Evidence-Based Approach

The concept of an “Evidence-Based Approach” in the context of Virtual Wards refers to the utilisation of empirical data, research findings, and case studies to validate the effectiveness and viability of Virtual Wards. This approach is not just theoretical but is backed by practical outcomes that demonstrate benefits for both patients and healthcare systems. The guidelines cite in the supporting notes evidence of benefits including reduced hospital admissions, positive patient feedback, case studies, quantitative safety, and satisfaction metrics, plus broad clinical support.

2 Patient-Centric
The Patient-Centric nature of the Virtual Ward model refers to the model’s focus on delivering healthcare that is tailored to individual patients’ needs and preferences, including allowing, when appropriate, patients to receive medical care in the comfort of their own homes, thereby enhancing their overall healthcare experience. However, patient-centric care goes beyond purely the location and includes personalised care, informed consent and education, improved patient community engagement, plus clear options regarding communications with regard to safety, such as who to contact if their symptoms worsen. For many, these reflect extremely positively when it comes to patient satisfaction, and there are many examples of patients expressing their preference for virtual and remote care versus the alternatives.

3 Multidisciplinary Care
Virtual wards with their active dashboards enable “Multidisciplinary Care,” embracing the ability to deliver a collaborative approach involving a team of healthcare professionals from various disciplines. This team is usually led by a consultant practitioner or Advanced Nurse Practitioner and may include senior consultants, nurses, general practitioners, pharmacists, social workers, and other specialists as needed. With ready access to a wealth of qualified data and managed escalations, the approach can minimise the issue of availability of personnel and expertise, supporting timely interventions and continuity of care across care settings.

4 Resource Optimisation
Virtual Wards contribute significantly to healthcare resource optimisation by effectively reducing the need for additional secondary care beds. A virtual ward of 50 beds could provide the equivalent of 31 extra secondary care beds. They also have a positive impact on reducing emergency department presentations and hospital admissions. Economically, while not the primary focus, Virtual Wards have shown to reduce overall resource use and costs, making them a cost-effective solution. On the workforce front, Virtual Wards allow for more flexibility for the staff. They offer opportunities for flexible working arrangements and blended roles that combine in-person and virtual clinical care. This flexibility enhances staff experience and reduces turnover, indirectly contributing to resource optimisation. The quick and safe implementation of Virtual Wards also adds to their strategic value in resource management.

5 Technology Enablement
The use of MedTech and Software as a Clinical Device in Virtual Wards offers practical benefits. Remote monitoring reduces the need for physical beds, providing a scalable and cost-effective healthcare solution. Real-time data tracking enables timely interventions, preventing unnecessary hospital stays. From a workforce standpoint, technology allows efficient staff use. It supports flexible work arrangements, improving staff experience and reducing turnover. A comparison between tech-enabled and traditional Virtual Wards showed efficiency gains, including shorter stays and better nurse-patient ratios. The investment in technology yielded a significant return, reinforcing its economic viability. Overall, technology in Virtual Wards offers an efficient healthcare approach.

Threats

1 Transformation Challenges
Transformation Challenges pose a significant threat to the effective deployment of Virtual Wards. Implementing a new model of care requires not only technological adjustments but also changes in clinical practices, workflows, and staff training. Resistance to change from healthcare professionals, coupled with the complexities of integrating Virtual Wards into existing healthcare systems, as well as governance and integration needs, can impede the smooth transition and uptake of this innovative model. Additionally, the lack of a unified vision and commitment across stakeholders can further complicate the transformation process, undermining the potential benefits of Virtual Wards.

2 Technology Barriers
Technology Barriers can severely limit the effectiveness of Virtual Wards. While technology is a cornerstone of this healthcare model, issues such as poor internet connectivity, lack of interoperability between different healthcare systems, and digital exclusion among patients can hinder its successful deployment. The maintenance of analogue pathways for patients with specific needs is also required. These barriers can result in unequal access to care, exacerbating existing health inequalities. These areas need further investment and development.

3 Quality of Care
The model aims to provide healthcare that is as effective as traditional in-person care. However, the reliance on remote monitoring and virtual consultations can potentially compromise the quality of clinical assessments. Misdiagnoses, delayed interventions, and lack of hands-on care can result in suboptimal patient outcomes, casting doubts on the efficacy of Virtual Wards.

4 Variable Outcomes
The success of this model is highly dependent on multiple factors such as the complexity of medical conditions being managed, the proficiency of healthcare providers in using the technology, and patient adherence to remote monitoring protocols. Inconsistent results across different settings and patient populations can undermine the credibility of Virtual Wards, making it challenging to secure long-term investment and support for this model.

To Conclude

So to summarise the story so far, we’ve explored the NHS’s ambitious plans for Virtual Wards, noting both their strengths and threats. As we’ve seen, these wards offer scalable, evidence-based healthcare but face hurdles like technology barriers and transformation challenges. Stay tuned for the final instalment, where we’ll delve into Opportunities and Weaknesses.

What are your thoughts on Virtual Ward and Remote Monitoring? What have your experiences been of the vrtual journey so far? Please share your questions and thoughts and let’s engage in a meaningful conversation. Share your insights in the comments below!

The final part 3 will be published next Friday, if you missed the first post you can find it here PART1. Make sure you follow us and contribute to the conversation.

Navigating Healthcare’s Future: A SWOT Analysis of Virtual Ward & Remote Monitoring in the UK NHS

Nick Niziolomski — Wed, 11 Oct 2023 17:00:14 +0000

A Virtual Ward and Remote Monitoring SWOT Analysis (Part 1 of 3)

As professionals in the healthcare industry, we are witnessing a monumental shift in patient care. The adoption of Virtual Ward and Remote Monitoring technology within the UK NHS has been a game-changer. In my role at Ortus-iHealth, I’ve had the privilege of witnessing the positive impact of Virtual Ward and Remote Monitoring within our customer base as well as in the wider NHS and patient community. It’s exciting to see how this technology has nudged, and in some areas, started to revolutionise patient care, but there are challenges we need to overcome.

Let’s be real about this; challenges are everywhere, waiting lists are growing, and there is a shortage of resources across the board ranging from staff to hospital beds, and of course, the impact of strike disruption is ever-increasing the fatigue and well-being of those we rely on for service delivery. The inevitable outcome is that patient welfare is put at risk, and it is in that context virtual wards and remote monitoring represent a real opportunity.

At a minimum, we can identify deteriorating patients and prioritise their treatment where appropriate. This puts patient safety at the heart of delivery and, in doing so, reduces unnecessary admissions and enables earlier discharge, freeing up bed capacity, reducing emergency admissions, and enabling the better management and prioritisation of elective care patients.

And no, it doesn’t address the resource issues, but it does give us the opportunity to deliver access to care to those of the highest acuity. It can also be argued that progress is really being made on the path to putting patients at the center of their healthcare journey.

I thought it would be helpful to break down the SWOT analysis of this transformative technology, drawing from both industry insights and personal experiences. So in this first post of 4 I’ll provide a helicopter view of some immediate observations and I’ll be following up with detail in the posts that follow.

Strengths:

Virtual Ward and Remote Monitoring have emerged as lifelines, offering real-time patient data and empowering healthcare providers like never before. The strength lies in the ability to identify at-risk patients swiftly, optimise the resources we have, and significantly reduce “did not attend” rates.

Weaknesses:

The path to progress is rarely without obstacles. Implementation challenges, including initial resourcing, integration into existing systems, and the resistance to change within healthcare organisations, have been and continue to be hurdles to overcome. However, these weaknesses also present opportunities for improvement.

Opportunities:

The opportunities that lie ahead are truly exciting. Flexible working practices, commodity-priced wearable technology, and patient-reported data are poised to revolutionise individualised care plans. This transformation can and will alleviate pressure on clinics, increase patient engagement, and enhance the overall patient experience.

Threats:

In the journey toward connected healthcare, health equity, transformation leadership, and resourcing plus security and data privacy concerns are paramount. Safeguarding patient information is not negotiable. Additionally, navigating regulatory complexities can be a challenge, but it’s also a driving force for innovation in cybersecurity and compliance.

What’s Next:

Over the next 2 posts, I’ll run throug the key factors we’ve recognised in our SWOT review and reflect on a number of factors that contribute to the journey ahead including The Strategic Case, National Policy and Guidelines, The Evidence Base and Case Studies and the Local Context as represented by a combiunation of local populations needs and policy.

An Example? The Opportunity for Scalability

The “Scalability” item in the Opportunities section of the SWOT refers to the ability of Virtual Wards to be quickly and safely implemented on a larger scale. This scalability is crucial because of the varying levels of demand experienced during winter and times of crisis such as pandemics. We’ll include reference to evidence which underscores the ability to both enable and facilite scalability, illustrating Virtual Ward and Remote Monitoring’s role as a flexible and adaptable solution for services facing fluctuating levels of demand.

I’d love to hear from you!

What are your thoughts on Virtual Ward and Remote Monitoring? Have you encountered any unique challenges or success stories in your healthcare journey? Please share your questions and thoughts and let’s engage in a meaningful conversation. Share your insights in the comments below!

Part 2 is now available HERE>

Transforming Cardiovascular Disease Prevention Innovation: ELOPE in East London

Nick Niziolomski — Fri, 22 Sep 2023 16:54:49 +0000

East London Cardiovascular
Disease Prevention Group

Introduction:

At September’s CVD Prevention Conference run by Convenzis, Marie Manceau, a CVD Clinical Research Nurse at the East London Cardiovascular Disease Prevention Group, shared insights into their innovative project that focuses on preventing cardiovascular diseases among NHS staff. The project leverages the Ortus-iHealth platform, and in this blog post, we’ll dive into the details of how this initiative is making a significant impact on cardiovascular health.

The East London Cardiovascular Disease Prevention Group: Marie explained that their group was formed to address the high prevalence of cardiovascular diseases in East London. The group has three core aims:

1. 1. Develop and deliver cardiovascular disease prevention services within NHS trusts, hospitals, and community groups.
  2. Collaborate with primary care to promote cardiovascular prevention.
  3. Leverage expertise to drive cardiovascular disease prevention efforts in communities.

The presentation outlined the role of the Ortus-iHealth platform in supporting the delivery of cardiovascular health checks to NHS staff at Barts Hospital Trust. Marie outlined the key components of their project:

- Convenient Appointments:
  NHS staff can easily schedule 15-minute health check appointments through a QR code and link provided by the Ortus-iHealth platform.
- Comprehensive Assessment:
  During the appointments, healthcare professionals collect essential data, including blood pressure, BMI, heart rhythm, and more.
- Personalized Advice:
  Based on the assessment, participants receive personalized advice on diet, exercise, smoking cessation, and alcohol consumption.
- Home Blood Pressure Monitoring:
  Those with high blood pressure are provided with free blood pressure monitors to track their readings at home.
- Referral and Follow-up:
  If necessary, participants are referred to their GP for further management or medication adjustments.

Results and Impact:

Marie highlighted the positive outcomes and impact of their project:

- Approximately 16% of staff had elevated blood pressure, with 8% already under treatment.
- Out of those with high blood pressure, 60% continued to monitor their blood pressure at home.
- 52% of those monitoring at home were referred to their GP for further management.

Feedback and Awards:

The project received positive feedback, with 79% of staff feeling more valued, 76% willing to make positive changes to their physical activity, and 88% motivated to improve their diet. Marie also shared that they were nominated for two awards, showcasing the recognition of their impactful work.

Conclusion:

Marie’s presentation highlighted the critical role of the Ortus-iHealth platform in their project for NHS staff as well as some of the in securing funding which in this case comes primarily from various sources, including the Barts Charity and private healthcare providers like Nuffield.

However, the initiative not only identifies and manages high blood pressure but also encourages positive lifestyle changes, key to delivering longevity and improved quality of life. The project’s success, coupled with award nominations, demonstrates its importance in promoting staff well-being and reducing cardiovascular risks.

Special Thanks to:

Marie Manceau and the team at The East London Cardiovascular Disease Prevention Group for their outstanding work and support in presenting their experiences at the event.