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● UK emergency services will be able to receive fast and accurate access to critical medical and personal details that could save lives
● RapidSOS links life-saving data from 350M+ connected devices to over 4,800 emergency communication centers worldwide
● Hexagon’s solutions help protect nearly 1bn people globally
RapidSOS, the world’s first emergency response data platform, has partnered with Hexagon’s Safety & Infrastructure division, a global leader in computer-aided dispatch (CAD) software and public safety solutions, to give emergency communications centres across the UK access to life-saving data.
The partnership is an extension of the existing RapidSOS and Hexagon collaboration in the United States. It brings together two foremost industry experts and is the first stage in moving public safety agencies towards next-generation (NG999) communications.
 By combining Hexagon’s innovation in call centre dispatch with the RapidSOS emergency response data platform, the pair are ensuring emergency services around the world have fast, accurate and up-to-date information when responding to accidents, critical incidents and health emergencies.
The technology created by New York-based RapidSOS protects more than 90% of the U.S. population. Worldwide, it securely links emergency intelligence data – including medical status, vehicle crash data, and more – from 350M+ connected devices directly to emergency services and first responders. A recent partnership with MedicAlert UK was announced late last year, providing life-saving details and medical conditions of the charity’s ID cards users direct to the UK 999 system.
By joining forces with Hexagon, this life-saving data, accessed through the RapidSOS Platform, can be distributed widely to first responders through the HxGN OnCall® Dispatch suite – which provides police, fire, ambulance and transportation agencies with quality incident management and call-taking capabilities, to deliver better service during emergencies and major events.
For example, when a call is made from a user’s registered mobile phone or connected device, call handlers will automatically receive critical details about them to send to those attending emergency call-outs.
Jessica Reed, VP of Strategy and Global Partners at RapidSOS, said: “The RapidSOS Platform is able to bring together crucial and potentially life-saving information from a variety of sources. Partnering with Hexagon in the US and now in the UK, helps ensure this information is delivered to the right place at the right time to make informed decisions, improve responses and save lives.
Reed continued: “The RapidSOS Platform supports all sorts of data, from dynamic AML (Advanced Mobile Location) and alternative location services to additional details generated from security systems, connected mobility, healthcare, connected buildings, apps, and wearables.”
Ian Holmes, Head of Public Safety for Hexagon’s Safety Infrastructure division UK, added: “There are a number of huge challenges ahead for public safety agencies, which require the capability to receive requests for service via not only voice but also through text, video, sensors, social media and instant messaging.
“HxGN OnCall can leverage many of these next-gen information platforms. By partnering with RapidSOS, Hexagon is able to provide quick and efficient access to this information. As well as critical medical details, this also includes location accuracy and a range of supplemental information such as contact or building information.”
To learn more about our technology that’s protecting lives, www.rapidsos.com
The cybersecurity risks and pressures faced by government and defence organisations are greater than ever in a year heavily influenced by the pandemic.
This year is set to be equally challenging. But before organisations raise the white flag of surrender, they should be taking a more uncompromising approach to cybersecurity by identifying and understanding the red flags of infrastructure risk.
This will be the topic of an online event this month aimed at government and defence organisations about how they can build cybersecurity resilience in 2021, hosted by web security company, Menlo Security.
The practical session will include insights from Lt. Gen Philip Jones CB CBE DL, and guests Paul Chichester, Director of Operations at the National Cyber Security Centre (NCSC), John Spicer, CTO & Co-Founder, Nteligen, and Ian McGowan, MD & Founder, Barrier Networks. Attendees will also hear customer testimonials from the Nuclear Decommissioning Authority (NDA) and Sellafield Ltd.
Menlo’s CTO, Kowsik Guruswamy, will share insights from Menlo Threat Labs and Tom McVey, Solution Architect, will demonstrate how to flag and eliminate risk using Menlo’s unique isolation technology, alongside OPSWAT Critical Infrastructure Protection Solutions.
Designed specifically for government and defence cyber practitioners, industry leaders will share their experience of building and maintaining resilience for critical infrastructure and partner and supplier ecosystems.
Menlo Security’s Building Cybersecurity Resilience in 2021 webinar is on Tuesday, 23 February 2021 (15:00-16:15 GMT). To register, visit here.
Two senior politicians are set to headline and inspire an upcoming conference on Learning & Development (L&D) organised by the Credit Services Association (CSA), the voice of the UK debt collection and debt purchase sectors.
 Gillian Keegan Gillian Keegan, Minister for Apprenticeships and Skills, and Toby Perkins, Shadow Minister for Apprenticeships and Lifelong Learning, will update delegates about the critical importance of employer engagement for lifelong learning.
They will tackle the role of apprenticeships for the financial services sector (especially at a time when people may be looking to ‘retrain’ into new roles following the pandemic) and explore opportunities from the Government’s Kickstart Scheme which provides funding to create job opportunities for 16–24-year-olds.
Both MPs are in a unique position to speak about L&D and not just because of their current roles: Gillian Keegan is the only degree level apprentice in the House of Commons, having begun an apprenticeship at 16, working for Delco Electronics whilst also studying for a Business Degree. Toby Perkins, meanwhile, has championed improvements in the standard of apprenticeships, and has experience working with the Chesterfield College and private apprentice providers during his 10 years as MP for the constituency.
 Toby Perkins Fiona Macaskill, Director of Learning and Development at the CSA is looking forward to welcoming Mrs Keegan and Mr Perkins to the event: “At such a significant point in the country’s employment history, we are lucky to hear from two MPs sitting on opposite sides of the Commons Chamber, who are united in their awareness of the necessity to future-proof employment prospects.
“A key aim of the conference,” she continues, “is to provide insight into developments and changes to apprenticeships, and no one is better placed to do so than two MPs who are influencing the national further education strategy, the National Retraining Scheme, and working with the institutes of technology and national colleges, right in the heart of Westminster.”
The L&D Conference will take place virtually on 9 February.
Register for the conference here
Truespeed, Airband and Wessex Internet selected to roll out full-fibre networks on behalf of the Connecting Devon and Somerset (CDS) programme
Ringing out the old, ringing in the new – music to the ears for over 56,000 rural homes and businesses across Devon and Somerset who are set to benefit from around £80million combined public and private sector investment to roll-out full fibre broadband networks.
Complementing the Government’s ambition to build a Gigabit capable network across the UK, the Connecting Devon and Somerset (CDS) programme has selected three well-established companies with experience of working in the South-West to install full fibre broadband across the region.
 Matt Warman MP The CDS funding – which runs until the end of 2024 – will enable Truespeed, Airband and Wessex Internet to pass thousands more properties, including even the most remote and rural locations where infrastructure build costs would otherwise be prohibitive.
Minister for Digital Infrastructure, Matt Warman MP, said: “Today’s announcement marks a major step forward in our mission to build back better in the South West, with thousands of homes and businesses set to be linked up to lightning fast gigabit broadband thanks to an £18.4 million investment by the government. With Airband, Truespeed and Wessex Internet now on board I am confident we will deliver on our ambition for an infrastructure revolution in Devon and Somerset.”
CDS divided the area into 6 Lots and began communications in February 2020 with the procurement process running through until December.
Truespeed submitted and won bids for Lots A and B which overlay Truespeed’s current area of operation in B&NES (Bath & North East Somerset), North Somerset, Mendip and part of Sedgemoor. By building a brand new infrastructure, Truespeed is able to deliver 10 gigabit-capable full fibre broadband directly into premises. Winning the CDS contract comes at the end of a year in which Truespeed has already passed over 40,000 properties bypassed by national broadband providers.
“We are delighted to have won these prestigious contracts with CDS to bring Gigabit-capable full fibre broadband to harder to reach communities in the south west. As a Somerset-based business focused on building out our own full fibre infrastructure to areas left behind by the industry giants, we are the natural partner for CDS,” commented Evan Wienburg, Truespeed CEO.
“The requirement for full fibre broadband is essential as more people study and work from home. Many Truespeed customers are already benefiting from our ultra-reliable, ultra-fast broadband service and we will continue to work as hard and as fast as we can to accelerate our roll out,” he continued.
A community-focused business, Truespeed provides schools passed by its network with free ultrafast broadband connectivity for life. This ensures school-age children have fast, reliable internet access to support their education.
“We’re pleased to confirm the appointment of three well-established, regionally-based suppliers to help with the challenge of delivering the next phase of the CDS programme,” commented Councillor David Hall, CDS Board Member and Somerset County Council Cabinet Member for Economic Development, Planning and Community Infrastructure. “They have significant experience of delivering broadband connections in rural areas of Devon and Somerset, so they have an understanding of the remote areas where CDS is looking to improve connectivity. This investment will deliver full fibre broadband ahead of many other parts of the country.”
Councillor Rufus Gilbert, CDS Board Member and Devon County Council Cabinet Member for Economy and Skills added “These contracts will deliver vital connectivity to a significant number of rural communities across Devon and Somerset helping our businesses and supporting local jobs. Access to services online, home working and staying connected has never been more important, and these investments will provide a much needed boost to our rural and coastal communities.”
The whole Connecting Devon and Somerset programme is expected to deliver an £800 million boost to the regional economy.
 VALE ATV weed spraying system saves time, staff resources and money VALE Engineering is the UK’s leading supplier of weed control and winter maintenance equipment for the municipal and amenity sectors. The company supplies high-specification Yamaha ATV quad bikes fitted with weed spraying equipment that can save time, staff resources and money – according to Paul Eccles of Tameside Metropolitan Borough Council.
VALE Engineering’s latest weed spraying ATV, the PKL450, complies with all current emission standards whilst also being a significant step forward in terms of comfort and safety for the user. The PKL450 has rapidly become the equipment of choice for clients in the local authority, housing association, grounds maintenance and leisure sectors. The PKL Spraying System is generally considered to be one of the most robust and reliable in the marketplace, being one of the only spraying systems suitable for kerb-edge spraying, hard surfaces and mowing margins.
Tameside Metropolitan Borough Council, located mid-way between the Pennines and the City of Manchester, contains a mix of urban and rural landscapes with varied streetscapes and open spaces – including historic market towns, a canal network and industrial heritage areas. Paul Eccles, Operations Supervisor at Tameside, has been using the VALE PKL system for four years, commenting: “In early 2017 we approached VALE Engineering regarding their quad-bike mounted weed spraying equipment. Previously, we had just been using handheld equipment. I am so pleased we made that call to VALE as it has saved us time, staff resources and, most of all, money! Their PKL system has allowed us to utilise our time and resources much more efficiently, keeping on top of the weed growth as well as all our other commitments around Tameside.”
“VALE ATVs are supplied ready-to-go and fully road legal with lighting kit and E marked road legal tyres and, knowing they fully conform to the current British and European standard for spraying equipment, that provides peace of mind and ticks all the boxes on risk assessments and health & safety. VALE even offer some first-rate training to ensure our operatives are given the necessary skills and qualifications to be able to spray effectively and safely. I would definitely recommend the VALE equipment and training to others. For the cost, I genuinely can’t see a better way as these ATVs mean my team can get around easily and spray every street within the Borough. I would recommend the VALE PKL system to any authority with weed control responsibility.”
The PKL450 Spraying System’s key features include:
- 70-litre sprayer tank with filter and baffle
- Very low-drift nozzle technology
- Kerb-edge spraying nozzles
- Handlebar spray control
- Front mounted clean water tank with 22-litre capacity
A limited quantity of the PKL350 Yamaha ATVs will still available from VALE Engineering whilst stocks last, backed by the company’s spare parts and servicing departments.
For further information or to order, contact VALE Engineering on 01904 738533, email info@valeuk.com or visit the company’s new website www.valeuk.com
Rizwan Malik, divisional medical director of Bolton NHS Foundation Trust and managing director of South Manchester Radiology, joins the expert group that advises the dedicated health tech agency and its clients
Leading radiologist Rizwan Malik has joined Highland Marketing’s advisory board of NHS IT and health tech industry leaders.
The divisional medical director of Bolton NHS Foundation Trust and managing director of South Manchester radiology will contribute to the group’s increasingly influential discussions on health tech strategy and hot topics.
 Rizwan Malik He will also be available to advise the dedicated health tech agency and its clients, which range from established providers with enterprise systems that support the NHS in its day-to-day operations to exciting new entrants to the market.
Malik said: “Thanks to its newsletter and its website, Highland Marketing is my prime source of information about the healthcare IT space. So, when I was invited to join the advisory board, it seemed like a great opportunity to get involved with an agency that is helping the NHS and its technology suppliers to chart the way forward.”
Malik joins the advisory board at an important moment for health tech. In the first wave of the coronavirus pandemic, the health service moved rapidly to reconfigure its systems to support the triage and treatment of Covid-19 patients.
It also rolled out remote working, virtual clinic, and telephone or video consultation technologies. However, there is a growing consensus that health and social care now needs a “second wave” of innovation to consolidate these gains, improve efficiency, and create new, digital services for patients.
Malik said: “Health tech is at an important crossroads. The first lockdown removed some of the barriers that had prevented the NHS adopting technology that was already available to it. Now, as we look ahead to the end of the second lockdown, we need to keep up momentum.
“We need to evaluate the technology that we adopted last year, to make sure it is the right technology, and we are doing the right things with it. And we need to innovate.
“We need to add newer technologies, such as automation and AI to support clinicians, and we need completely new thinking on population health management and creating great services for patients at home. Both the healthcare system and its suppliers need to be asking: how can we go further?”
Malik has a history of innovation in the digital imaging space. Last year, he worked with Qure.ai to apply an AI tool to chest x-rays to support Bolton doctors working with Covid-19 patients.
The project helped doctors to identify deteriorating and improving patients, so they could make better decisions about intensive therapy, and won Highland Marketing’s #HealthTechToShoutAbout award in the Health Tech Awards 2020.
Jeremy Nettle, chair of the Highland Marketing advisory board, said: “The work that Bolton NHS Foundation Trust did with Qure.ai is a great example of the kind of innovation that we want to see in healthcare; not AI ‘for the sake of it’ but to deliver measurable benefits to clinicians and patients that can be replicated to other Radiology departments across the NHS.
“It’s fantastic that Rizwan has agreed to bring his practical experience of working at the front-line of the NHS and health tech to the advisory board, and we are very much looking forward to his contribution and to his experience informing our work and the approach of our clients.”
Malik studied medicine in Cambridge and London before qualifying as a radiologist. He has worked in Bolton since 2006, in a number of increasingly senior roles. Alongside his clinical interests, he has also pursued an interest in health tech.
Malik has also been an advisor to healthcare IT companies and is managing director of South Manchester Radiology, which provides consultancy and clinical advisory services to NHS organisations and suppliers looking to innovate in the imaging and AI space.
The UK’s leading, independent, membership body for health and social care managers says politicians and policy makers must level with the public as one in five poll respondents say more than 15% of staff are now off sick or isolating
The Institute of Healthcare Management has called for honest and open communication about NHS capacity after a snapshot survey revealed the scale of sickness absence across the service.
The UK’s leading, independent, membership organisation for health and social care managers also said local leaders and communications teams should be allowed to level with the public about their situation, as almost two thirds of poll respondents reported ‘worse’ or ‘much worse’ absence levels than they would expect at this time of year.
 IHM, chief executive, Jon Wilks One in ten respondents reported sickness levels of 12-15% and one in five reported absences of more than 15%. Despite this, a majority said they were ‘managing well’ or finding things ‘tough, but we are coping.’
IHM, chief executive, Jon Wilks said this was a tribute to the planning that had gone into preparing the NHS to cope with the Covid-19 pandemic this winter, and a demonstration of the resourcefulness that health and care services have shown as the second wave has accelerated.
However, he said politicians and policy makers needed to be transparent about the situation, so the public could form realistic expectations about the NHS’ ability to open up new services and follow guidance intended to halt the spread of the disease.
“At the moment, politicians and policy makers are talking about opening additional services, such as Nightingale Hospitals and Nightingale vaccination centres,” Wilks said. “Although the picture varies across the country, our members are saying that the scale of sickness absence in the NHS right now makes that fanciful.
“Current services are managing, under enormous pressure, but without staff the idea of opening additional beds and services is a non-starter.
“We need openness and honesty about the position so workers and staff, patients and families have realistic expectations about the treatment available for Covid-19 and other conditions, and don’t lose faith in the service because the reality fails to match the headlines they are seeing.”
Wilks also urged politicians and national organisations to allow commissioners and trusts to communicate with local media, instead of relying on central messages. “If local managers could represent their position to local communities, we would have a much better understanding of what is happening across the service,” he said.
“That would almost certainly win a lot more support for the NHS and for the Covid-security measures that everybody needs to follow to halt the spread of this terrible pandemic.”
The online, snapshot survey was completed by 82 IHM members. It found 32% felt sickness absence was ‘same as we would expect at this time of year’ but 37% thought it was ‘worse’ and 25% thought it was ‘much worse’.
Asked to estimate how many staff were off sick, 30% said ‘up to 5%’, and 26% said 5-7%, 8-10%, or 10-12%. However, 12% said absence was running at 12-15% and 20% said it was ‘more than 15%’. 
Wilks pointed out that these figures exacerbated long-term shortages of staff. The NHS went into the Covid-19 crisis with 100,000 vacancies unfilled and short of more than 40,000 nurses.
Asked ‘to what extent staff absence is currently affecting your organisation’s ability to deliver services’, more than 22% of respondents said they were ‘managing well’ and 39% said it was ‘tough, but we are managing ok.’
However, 29% said ‘services are being affected, although we are not in crisis’ and 10% said ‘services are being seriously affected and we are in crisis.’
The survey was launched over New Year, so the majority of responses were submitted before this week’s big increase in cases, and the release of figures showing that the number of people who have died within 28 days of a positive Covid-test has passed 1,000 per day for the first time since April 2020.
By Evan Wienburg, CEO of Truespeed
Normally at this time of year, Oxford Dictionaries comes up with a word of the year. But, in light of the extraordinary and seismic events we’ve seen in 2020, the Oxford team produced instead a whole list in their “Words of an unprecedented year” report. Along with words encompassing the
 Evan Wienberg coronavirus pandemic and social movements witnessed around the globe, ‘Unmute’ and ‘Zoombombing’ were chosen to represent our growing use of technology as people have adapted to working from home. And it comes as no surprise that the words ‘remote’ and ‘remotely’ have seen a significant rise in usage this year. For anyone who has struggled with the frustrations of substandard broadband whilst WFH, there are several other words and phrases that could have been added to the list. How many of us have been in team meetings this year only to find someone can’t turn on their camera or quickly upload a megabit hungry digital file because their broadband simply isn’t up the job.
Already lagging behind many other European countries in terms of broadband speeds, UK plc cannot afford all the time that’s wasted watching spinning wheels and buffering percentages on screen. For the increasing number of home-based workers running complex digital programmes, as well as school children and students accessing a variety of essential educational platforms, access to ultrafast, ultra-reliable connectivity is essential.
Things are definitely moving in the right direction but it’s still the fortunate minority – around 22% of the UK according to the latest figures – who have access to the gigabit capable broadband speeds that the UK government is keen to unleash across the UK to underpin growth, improve opportunities, increase productivity and bridge the digital connectivity divide. But at the other end of the scale, over 600,000 UK properties are still unable to get a decent fixed broadband service of 10Mbps – with rural areas in particular bearing the brunt.
Without a doubt, Gigabit-capable broadband connectivity is going to be an essential building block in the UK’s economic and educational renewal so levelling up this digital divide remains a priority. In terms of broadband infrastructure, levelling up is not a case of north versus south, but rather harder-to-connect communities versus major conurbations where the build economics look far more impressive. Regardless of UK post-code, it’s vital that everyone is afforded the same digital possibilities, with access to full fibre broadband infrastructure and digital tools at their fingertips.
As part of the Chancellor’s recent spending review, the UK government’s plan to get gigabit-speed broadband to every home by 2025 has been rolled back to a “minimum of 85 per cent coverage” but the ambition remains. And the overall budget for the planned rollout was not touched, remaining at £5 billion, although only £1.2 billion of the budget will be made available up until 2024.
We’re making great inroads in getting the full fibre show on the road – recent figures suggest that nearly 15% of premises can now order a Gigabit capable Fibre-to-the-Premises (FTTP) service – but of course there’s still much more to be done to accelerate roll-out and deliver on this ambitious target.
To steal another OED word of the year, delivering on the promise of full fibre and gigabit-capable broadband for everyone the length and breadth of the country isn’t a moonshot. Certainly an ambitious project, but doable provided we all pull together as an industry. Local and national government need to accelerate the pace at which full fibre rollouts are green lighted – particularly in harder to reach areas. And infrastructure providers need to continue apace with competitive offerings to accelerate rollout – not just for towns and cities, but in rural areas and traditionally hard to connect historic cities so those working and living in these areas don’t get left behind.
Royal Berkshire Fire and Rescue Service is made up of an engaged and dedicated team of some 700 diverse and talented individuals. We are a progressive and community-focused organisation that work as one team to deliver prevention, protection and response services to keep the residents of Berkshire safe. Our resilient workforce is made up of both operational and professional / support staff. In 2019, following our first inspection by Her Majesty’s Inspectorate of Constabulary and Fire and Rescue Services, we were delighted that it concluded:
“Our first inspection of Royal Berkshire Fire and Rescue Service revealed that it is performing to a high standard. We graded the service as ‘good’ in each of our three main inspection categories. The people of Berkshire can be confident that they are being well-served.”
Building on this positive assessment, we are committed to delivering an even better service to our communities, our staff and our partners. Therefore, finding the person with the specific skills, values and experience to facilitate our journey will be critical to our success.
We are seeking an inspirational and talented person to lead our Service on the next phase of our journey of change and improvement. The successful candidate will have a passion for public service, a commitment to continuous improvement and the collaborative leadership skills to guide our organisation. If you believe you possess the authenticity and vision that this role deserves, we would be keen to hear from you. To find out more about the Service, the role, the benefits and how to apply, visit: RBFRS.co.uk/JoinRBFRSSeniorLeadershipTeam
By Jane Warburton – MD Flamefast
With some schools closing, and despite varying levels of Lockdown in England, Scotland, Wales and Northern Ireland, the spread of Covid-19 remains a real threat, especially in classrooms.
 Jane Warburton MD of Flamefast A report produced by Sage’s Environmental and Modelling Group (EMG) suggested that fresh air plays a significant role in keeping the virus at bay indoors, and that poor air quality could be highlighted with the use of a CO2 monitor.
The report, which is backed by the Chartered Institute of Building Services Engineers (CIBSE), demonstrates the correlation between poor ventilation and an increase in the relative risk of the airborne transmission of Covid-19, and recommends that ventilation be increased wherever possible to ensure that lower levels of CO2 are maintained.
Continuous monitoring
There is increasing evidence the virus is airborne and there is now a significant focus on ventilation. The guidance advises to increase “air changes”, however the majority of classrooms are naturally ventilated and rely on opening windows, so without the use of a CO2 Monitor there is no means to verify that the required rates are being achieved.
Scientists stated that continuous CO2 monitoring is likely to be a reliable proxy for transmission risk in most environments. Preliminary research suggested that in spaces where the same group of people regularly attend, for example schools and universities, continuous monitoring would be possible as a transmission risk indicator.
The report suggests that multi-occupancy spaces with 20 or more people would see a significant increase in relative risk when carbon dioxide levels exceed 1,500ppm (parts per million).
However low occupancy spaces or spaces with singing, loud speech or aerobic activity will require far greater ventilation rates and should aim to maintain a CO2 level of less than 800ppm, the report states.
Opening of doors and windows
Current guidance to schools is to ‘open windows and doors’ and that thermal comfort is secondary to ventilation, however during winter, in most cases this will not be feasible.
Despite the science, budget constraints in schools have held back the installation of CO2 monitors in classrooms to date, as requests in many instances into local governments have failed to produce any action.
 CO2 monitor with the traffic light indicator Universities are addressing the problem as funding is less of an issue, and Local Authorities in Scotland are responding following the release of their own guidance from CERG as most of the schools still fall under LA control, unlike the rest of the UK where schools have been left to fend for themselves.
As winter draws in, conversations with teachers have supported the argument, with complaints that children are less inclined, or able, to work in the lower temperatures. In many cases pupils are subsequently asked to wear extra jumpers and coats, however it is yet to be seen how effective, sustainable, or enforceable this is.
Traffic light indicator
CO2 monitors, with an easy-to-follow traffic light indicator, are already widely used in universities, schools and offices, and whilst they do not necessarily solve the ventilation problem, they remove the uncertainty and provide the occupants with the information to safely manage their environment.
Opening windows and doors in schools, will reduce the risk of Covid transmission, however it may also increase heating bills significantly. Whilst it is recommended that some windows are always open during occupation, it is not always necessary to open all of the windows all of the time. This strategy helps reduce the relative risk of transmission, but also heat loss thereby reduces heating bills, which may provide a proportion of the cost of the installation of a CO2 Monitor.
By creating a better working environment, it is already well documented that there is an increase in learning ability. In conclusion, although relatively inexpensive, CO2 Monitors should be seen as a long-term investment to benefit everyone, as well as a short-term solution to ventilation issues, as opposed to an unnecessary expense.
For more information visit www.flamefast-gas-safety.co.uk/covid
Key Highlights:
Alcidion’s reseller agreement with NextGate now expanded to include UK and Ireland.
Expansion further strengthens Alcidion’s offering to NHS organisations and integrated care records.
 Lynette Ousby General Manager UK – Alcidion Smart health tech provider Alcidion Group Limited (ASX:ALC) has announced an expansion of its reseller agreement with NextGate to include the UK and Ireland.
In 2018, MKM Health (which was acquired by Alcidion in 2018) signed an agreement to resell NextGate’s market leading Enterprise Master Patient Index (EMPI) and Provider Registry solutions in Australia and New Zealand. Following a successful two-year relationship, this agreement has now been extended to also include the UK and Ireland.
NextGate is the global leader in healthcare enterprise identification, helping healthcare organisations overcome the clinical, operational and financial challenges that result from duplicate records and disparate data.
Alcidion’s reseller agreement with NextGate has resulted in two significant state-wide contracts in Australia. The Queensland Health Referral Service Directory based on the Provider Index was delivered by Alcidion working closely with NextGate. For the Victorian Department of Health and Human Services Unique Patient Identification program, Alcidion supported NextGate in delivery of its EMPI capability.
The expansion of the agreement to the UK and Ireland will further strengthen Alcidion’s ability to support NHS trusts, health boards and region wide integrated care systems. The news follows the Alcidion’s formal launch this summer of its Miya Precision product as the first smart clinical asset for the NHS.
Lynette Ousby, UK General Manager of Alcidion, said: “With the current focus in the NHS on consolidating clinical systems across regions, the ability to include the offering of NextGate solutions to complement our Miya Precision capability, establishes a true enterprise approach to healthcare delivery.”
 Kate Quirke – Managing Director, Alcidion Alcidion’s Miya Precision presents the NHS with an opportunity to move beyond static electronic records to technology that engages healthcare professionals. Early adopters are using the platform to orchestrate information across disparate systems using modern technology from Alcidion based on the FHIR standard and to establish smart clinical engagement supported by tailored clinical decision support.
With the ability to allow NHS organisations to use data to automate routine tasks, care plans and pathways, Miya Precision is being seen as a way to realise more value from electronic patient record investments and to provide a technology orchestration layer in trusts and for entire regions.
The addition of the NextGate Patient and Provider Registries, which are built on the MatchMetrix® master identity platform, will extend that capability to effectively manage identity for both patients and healthcare providers.
“We are delighted to expand our partnership with Alcidion to facilitate a modernised NHS infrastructure where patients are accurately identified and consistently matched to their health and social care data,” said Andy Aroditis, CEO of NextGate. “Together, Alcidion and NextGate are delivering innovative interoperable solutions that maximise the quality, efficiency and coordination of care.”
Alcidion Managing Director, Kate Quirke commented: “I am delighted that we can now expand our success implementing the NextGate solution in Australia to the UK. The combination of our service delivery and domain expertise with the powerful capabilities of MatchMetrix creates a compelling opportunity for the health sector to establish first class identity management.”
Walker joins in the wake of rapid growth in healthcare and public sector
Agilisys, the digital transformation specialist for the public sector, today announced the appointment of Richard Walker as Partner for Data & Insights. The appointment supports Agilisys’ growth within healthcare and local government and reflects the crucial role that data now plays in the role of digital transformation.
Richard joins Agilisys from KPMG, where he was most recently a Director of Data & Analytics responsible for helping public sector clients to unlock the value in their data. At Agilisys, Richard will work closely with the leadership team to build and evolve the company’s data-led customer offerings.
 Richard Walker “I’m a firm believer that the better use of data is critical to the future of our public services,” says Richard Walker, Partner for Data & Insights at Agilisys. “As more organisations explore the potential in their data and in turn realise the benefits of advanced analytics and digital innovation, it’s a hugely exciting time to be in this industry. The drive to join up data across Health and Care presents a unique opportunity to generate new insights to some of our most vexing challenges. Joining Agilisys gives me the chance to put this into practice across the public sector, delivering benefits to citizens and keeping people and communities healthy, safe and thriving.”
Agilisys empowers public sector workers with the tools and insight to improve outcomes for the citizens they serve. The company combines significant data consulting experience with an award-winning approach to technology solution delivery to create end-to-end solutions for its public sector clients.
“We’re delighted to have attracted someone of Richard’s calibre to Agilisys and look forward to seeing him apply his experience and vision to our customers,” adds Louise Ah-Wong, Senior Partner for Digital Transformation at Agilisys.
“Whether you’re talking about data analytics for healthcare or local and regional government, the key is allying deep industry and sector knowledge with broad functional capabilities with a high degree of technical sophistication. The addition of Richard to our team bolsters our already strong data capabilities and allows us to join up our AI, insight, data platform and data managed services offerings and leaves us well placed to better meet the needs of the market. Richard will be supported by newly promoted Agilisys veteran Dan Thompson who has taken the role of Head of Data Services and Engineering.”
 A new partnership between a charity platform and homelessness support network has launched with the aim of bringing local charities together to support vulnerable people and tackle the challenge of rough sleeping in Wakefield.
Investors in Community, a charitable giving platform which links good causes with businesses and fundraisers, will be working with Street Support Network and Wakefield Council to link more than 30 charities, voluntary groups and government services.
The network of organisations will provide long-term solutions for people who need help to transform their lives. Services such as getting rough sleepers into housing, where to get food, support for alcohol or drug addiction or advice on benefits.
The Street Support Wakefield website and app also enables local residents and businesses to see what they can do to help, which includes donating money or items such as food or clothes, and volunteering.
Residents can also contact the Council and Wakefield’s Rough Sleeper Outreach Service if they are concerned about someone they have seen sleeping rough.
 Phillip Webb, managing director of Investors in Community, said:
“Street Support Wakefield is a great initiative bringing good causes together to tackle the hugely important issue of homelessness and we are delighted to be working with the Street Support team, Wakefield Council and the 30-plus organisations supporting the project.
“The Investors in Community platform is free of charge for charities and it will enable them to shout louder about the fantastic work they have been doing as part of the Street Support Network, and gain extra support for businesses and individuals. Times are hard for lots of people at the moment and good causes are more important than ever to the vulnerable in our local communities.”
Gary Dunstan, Co-Founder of Street Support Network, said:
“Due to COVID-19, more people are now facing hardship and homelessness; and local charities need the help of businesses and the public to help vulnerable people in Wakefield. We hope that this new partnership can capture all the kindness there is locally in Wakefield and direct it to where it is needed.”
Investors in Community has been working closely with charities and businesses in Wakefield since a partnership with Wakefield BID brought companies together to collaborate on CSR projects.
For more information about Street Support Wakefield, visit streetsupport.net/wakefield/
For more information about Investors in Community, visit investorsincommunity.org/
 Jeremy Nettle Industry veteran Jeremy Nettle reflects on a recent debate by the Highland Marketing advisory board on the role of national and local organisations in NHS IT policy, funding and implementation. Twenty-years of switching focus has created confusion and delay, he argues, and it’s time for a new model.
I was interested to read that McKinsey has been hired to review the way that NHS England/Improvement, NHS Digital and NHSX work together. According to the Health Service Journal, Laura Wade-Gery has called in the consultants as part of a wider piece of work on how to drive digital transformation in health and care.
Readers were sceptical about the value of another review; and about the value of consultants doing it. But the question of who should be determining NHS IT policy, and who should be delivering health tech initiatives, is a pressing one. It was the subject of a debate by the Highland Marketing advisory board, which I chair, that concluded a new model is needed.
Adding complexity to a complex system
The relationship between national, regional and local leadership of NHS IT is complex, and it has taken a long time for it to become as complex as it has. This May, the National Audit Office pointed out that the health service has been trying to deploy technology for twenty years, and what it has been trying to achieve hasn’t changed all that much.
What has changed is the approach. We’ve gone from ‘let a thousand flowers bloom’ in the 1998 Information for Health strategy, to ‘command and control’ with the National Programme for IT, to attempts to find a ‘third way’, like the global digital exemplar programme, and reverted to central targets.
The three bodies that McKinsey is reportedly reviewing have their origins in these different approaches. Some of NHS Digital’s core functions date back to Information for Health, while NHS E/I came up with the GDE programme when Jeremy Hunt was health secretary, and NHSX arrived with his successor, Matt Hancock.
There is no doubt that they can get in the way of each other, and with the work that trusts and integrated care systems are trying to do on the ground. The Highland Marketing advisory board was given some interesting examples by the CIO of an ICS.
First, it was told that it couldn’t let GPs book hospital appointments from within an integrated care pathway, because it must use NHS Digital’s Choose and Book, which was set-up in a very different era of patient choice and acute-sector competition.
Then, it had to put its hospital-diversion projects on hold, to get an NHS E/I ‘talk before you walk’ service in place for A&E this winter; while finding the funds for ‘axe the fax’, which is not an immediate priority, and will eventually be addressed by creative use of an integrated digital care record.
Clarifying responsibilities and roles
If we are going to find a way through this complexity, we are going to need a return to first principles. What is the health and care system trying to do, who does it want to do it, what technology does it need, and who does it want to do that?
Ideally, that would mean clarifying the role of NHS E/I, its regional offices, and health and care systems, and it would mean defining policy and delivery in terms of outcomes, rather than processes or technologies, so organisations could do things in the way that works for them.
That, in itself, would go some way towards addressing the frustrations of our ICS leader, being told to implement a national policy with a specified technology (roll-out ‘talk before you walk’, use NHS 111) that doesn’t align with local priorities (create integrated care pathways, make the most of the developing IDCR).
However, the advisory board felt that it would also be useful to have a new NHS IT strategy, to articulate what kind of technology the health and care system is going to need, and a central body to drive it. Ideally, this body would be strong enough to push back against distracting initiatives (like ‘axe the fax’, again).
Or, at least, it should be able to ask what outcomes such initiatives are meant to achieve, where they sit in the priority list, and how they are going to be funded. Alongside a new NHS IT strategy, we felt the NHS should also revisit the idea of digital maturity.
New models are needed to enable the centre, healthcare economies and individual trusts to prioritise investment, assess progress, identify technology gaps, and work out where support is needed. On the last point, some of the ideas behind the GDE programme could also be revisited, and ‘federated’ models developed to enable trusts to pool budgets, learn from each other, and get a better deal from suppliers.
The x-factor
Our discussion reached a fair degree of consensus on what a more strategic, more stable approach to NHS IT would look like. It would leave policy making at a national level but encourage a focus on outcomes rather than processes or technologies.
It would create a new NHS IT strategy aligned to maturity models that could be used to measure progress and push back against ‘headline-grabbing’ or ‘soundbite’ culture. It would mean a new IT body to set strategy, measure progress, and advise the government. It would mean regional or federated support for local organisations that would otherwise be charged with delivery.
The McKinsey review may have concluded that some of this exists already. Clarifying the role of NHS E/I should be bread and butter to a management consultancy. The NHS E/I regional offices look well placed to take on at least some of the federated co-ordination and support role. ICSs are developing.
So, the big question may be: does the NHS need a new body to set strategy and measure maturity? Or, if this sounds a lot like what NHSX was set up to do: why isn’t it doing it, and how can we make sure that it can do it in the future?
Read a full report of the Highland Marketing advisory board discussion on highland-marketing.com
 Highland Marketing advisory board Highland Marketing’s advisory board is: Jeremy Nettle, former global advisor for Health Sciences, Oracle Corporation; Cindy Fedell, former chief digital and information officer at Bradford Teaching Hospitals NHS Foundation Trust; Andy Kinnear, former director of digital transformation at NHS South, Central and West Commissioning Support Unit; James Norman, healthcare CIO, EMEA, at DellEMC; Ravi Kumar, health tech entrepreneur and chair of ZANEC, and Andrena Logue, consultant, Experiential HealthTech.
Highland Marketing is an integrated communications, PR and marketing consultancy with an unrivalled reputation for supporting UK and international health tech companies, built over almost 20 years. Read more analysis and interviews on the Highland Marketing website, follow us on Twitter @Highlandmarketng, or get in touch on: info@highland-marketing.com
 allpay has confirmed a contract with the NHS Business Services Authority (NHSBSA) to facilitate payment card top-ups to the digitised Healthy Start Scheme which will be launched in 2021.
Healthy Start is a statutory scheme which will be administered by the NHSBSA on behalf of the Department of Health and Social Care (DHSC) from 2021, to support better diets for lower-income pregnant women and families with children under four.
The NHSBSA is launching a digitised Healthy Start Scheme in 2021 that will offer an online application form and prepaid card to replace the current paper vouchers. This will help disadvantaged families eat more healthily by providing support that is simpler to access and more flexible to use. allpay is to facilitate top-ups to the scheme’s new payment cards, which can be spent on fresh, tinned or frozen plain fruit and vegetables, pulses, milk and infant formula.
Digitisation of the scheme removes the requirement for retailers to register with the scheme, to accept paper vouchers in their stores. Unlike the paper voucher scheme, the new digital scheme will allow beneficiaries to purchase items in any retailer with a card payment system.
The Healthy Start Scheme currently supports some 300,000 beneficiaries a year, with digitisation expected to help support more families to apply for and use the scheme.
allpay has previously worked with the Scottish Government on the “Best Start Foods” scheme, the prepaid card programme assists families with children under three who are eligible for certain income benefits and encourages the purchase of “healthy” products from retailers.
Tony Killeen, Managing Director, allpay Limited said: “The digitisation of the Healthy Start Scheme is an exciting step and I am delighted that allpay has been able to utilise its prepaid solution to help the NHS Business Services Authority and other partners make this, what we hope, will be a very successful initiative.”
Chris Calise, Head of Service for Healthy Start, at NHSBSA said: “NHSBSA is looking forward to helping more families to eat healthily and making the scheme available to more families through the delivery of a digital scheme and the contract with allpay is a step in the right direction. We’re looking forward to working with them on this important initiative.”
 Keeping the nation’s cycleways and pathways clear and ice-free this winter has just got easier with the announcement of an exciting new winter services partnership.
This new venture between Safecote and Econ Engineering will provide local councils across the country with the equipment and materials to clear ice and snow on footpaths and cycleways more efficiently.
Whilst Econ has more than 50 years-experience in supplying gritters to the market, Safecote has been delivering ready-to-use liquid anti-icers and de-icers for more than a decade.
Authorities are facing new challenges to keep the ever-increasing network of footways and cycleways open and accessible to the public during the winter season.
This new joint-venture is a natural fit and allows the companies to offer a turnkey solution for those highways authorities who have obligations to keep cycleways and footways safe this winter.
Econ, which last year celebrated its golden anniversary manufactures more than 80 per cent of the winter maintenance and repair vehicles used on Britain’s roads.
 Supamix Clear It has recently launched two satellite engineering and service hubs – the first in Alloa, Scotland, and the second in the Welsh capital of Cardiff.
Econ Engineering director Andrew Lupton said: “We are delighted to be working in partnership with such a reputable distributor of liquid anti and de-icer as Safecote.
“It has an extensive range of good quality products which complement our towable trailer sprayer de-icer perfectly.
“Econ is constantly innovating its product range to meet the growing demands of our customers and this partnership only enhances our newest offering – the towable trailer sprayer de-icer.”
Safecote prides itself on offering innovative winter service solutions. Its unique products offer unrivalled performance and value for money and is known for its extensive experience in this area.
Mark Dutton, Managing Director at Safecote, said: “Coming together with Econ, a well-known British manufacturer of winter service equipment, to provide this new combi-package is an exciting prospect for us.
“Both companies have extensive experience in the winter services sector and this joint venture will help to meet the demand in the market to keep these areas ice free.”
- UK public servants see biggest shift to remote working compared to European counterparts, and over half now want to continue working from home post Covid-19
- A third (37%) of UK public servants say their IT hindered their ability to respond to the crisis
- 58% say that a remote delivery model can maintain or improve quality of service
- Modern/faster computers, improved applications and better infrastructure cited for upgrades
Almost three quarters (74%) of UK public servants[1] experienced a major increase in remote working amongst their teams in response to Covid-19, but over a third (37%) found that their IT hindered their ability to respond to the crisis. The pan-European study of 3,500 public servants found the UK public sector experienced the biggest shift to remote working of the eight European countries analysed.
Despite the impact of technology on responding effectively to the crisis, almost two thirds (58%) of UK public servants indicated that service quality can be maintained or even improved with a remote model. This was only slightly below the European average of 62% – with Italy topping the rankings – with almost three quarters (71%) expecting no effect, or an improvement in services delivered remotely.
The UK findings, which form part of the major new pan-European survey across eight countries, are exclusively published today (23 November 2020) by management and technology consultancy BearingPoint. The study also found few UK public servants interested in the latest tablet or touchscreen device to help them deliver their work more effectively, but almost 2 in 5 (38%) need a modern/faster computer, 34% require improved applications on their computer, and 31% need access to better IT infrastructure.
Overall UK public servants’ views on remote working are positive – and compared to their European counterparts – the UK (52%) only ranks second to Italy (54%) for wanting to continue to work remotely regularly after the Covid-19 crisis is over. Almost three quarters (73%) of UK public servants also reported that the Covid-19 crisis has either had a positive impact on collaboration (46%) or had no effect on how their team has worked together (27%).
But the BearingPoint report says that with a greater number of public servants in the UK and Europe wishing to continue working from home after the pandemic, the success of this new hybrid model (split between working remotely and in the office) relies on an effective allocation of tasks and careful planning of those activities carried out face-to-face rather than remotely.
Stewart Johns, Partner at BearingPoint said:
“Our study has shone a light on the fact that in the UK and across Europe, public sector organisations need to prioritise investments in basic IT hardware and infrastructure to enable more effective remote working and delivery of services. Remote working requires effective platforms for collaboration and remote conferencing, and professionalising the use of collaborative platforms such as MS Teams, will also future-proof service delivery and maintain public sector morale during these challenging times, and beyond.”
The BearingPoint study also found:
- Covid-19 response and job satisfaction – There has also been signs of a positive morale boost in the UK’s public sector – with almost half (43%) of public servants reporting that the response to Covid-19 has had a positive impact on their job satisfaction.
- New skills – Over two thirds (69%) of UK public servants also state that the Covid-19 crisis has increased the need for new skills in their role; with a similar number (68%) stating that they will need new skills in the next three years.
Stewart Johns from BearingPoint concluded:
“There’s a real hunger amongst public servants to acquire new skills, citing skills development as the key dimension to improve service quality, ahead of technology, management and the working environment. Public sector organisations should therefore invest more in L&D to help public servants’ transition to new ways of working and take advantage of new technologies. With the right level of support, public servants can continue their transition from ‘process followers’ to ‘problem solvers’.”
The countries included in the BearingPoint study were France, Germany, UK, Netherlands, Italy, Sweden, Switzerland, and Ireland using information captured from online surveys of representative sample groups over the summer period 2020.
[1] 600 UK public servants were surveyed over the summer period 2020 as part of the larger Pan-European study of 3,500 public servants.
 The Prime Minister will tomorrow publish a Covid Winter Plan, setting out the next phase of the government’s Covid response.
On Monday, he will confirm national restrictions will end on 2 December and set out how England will move back into a three-tiered, regional set of restrictions.
Whilst some local measures will be similar to those in place previously, the tiers will also be strengthened in some areas in order to safeguard the gains made during the period of national restrictions.
It is expected that more areas will be placed into the higher tiers in order to keep the virus under control, and ensure further national restrictions are not required.
However, whilst these measures will be difficult, the Prime Minister will be clear that these restrictions will not last any longer than absolutely necessary and will take into account the need to protect livelihoods and support the economy.
The tiers will be reviewed on a regular basis, in line with the latest data and trends and there will be a legal obligation to keep measures under ongoing review.
Recent positive developments on vaccines and mass testing provide real confidence that the reliance on economic and social restrictions to control the virus can be gradually reduced in the run up to Spring.
Provided vaccines are approved by regulators, the first injections can be made next month before being rolled out more widely in the new year. Progress in mass testing is expected to help provide a way to suppress the virus and relax restrictions.
The plan is set to be discussed and signed off by Cabinet on Sunday, and announced by the Prime Minister in parliament on Monday.
It will also set out how people will be able to see their loved ones at Christmas, despite ministers being clear this will not be a normal festive period.
SAGE are likely to publish further papers on Monday, setting out the scientific advice that the previous tiers were not strong enough, and that a tougher regional approach is required.
On Thursday, ministers will announce which areas will be placed into which tier, which will be based on the latest data and impact of national restrictions. MPs will be able to vote on the tiering system before it comes into force.
A No10 spokesperson said:
“Everyone’s efforts during the current national restrictions have helped bring the virus back under control, slowed its spread and eased pressures on the NHS.
“But the Prime Minister and his scientific advisors are clear the virus is still present – and without regional restrictions it could quickly run out of control again before vaccines and mass testing have had an effect.
“That would put in jeopardy the progress the country has made, and once again risk intolerable pressure on the NHS.”
The Covid Winter Plan will also set out how scientific advances in vaccination, treatments and testing will help enable life to gradually return closer to normal.
Next month, the vaccination programme will begin – provided regulators approve the vaccines – and increases in mass testing will allow us to identify and isolate people who don’t have symptoms.
It is the Prime Minister’s hope and belief that progress in mass testing can – if everyone continues to pull together – provide a way to suppress the virus and relax restrictions until a vaccine becomes available.
 Electronic proximity detectors As part of their COVID-safe production plan, ITV Studios is issuing all the crew of its hit TV show I’m A Celebrity… Get Me Out Of Here! with electronic tags to ensure they keep a safe distance apart during this series.
The show is being set in Gwrych Castle, North Wales rather than New South Wales Australia this year due to Covid restrictions and producers are doing all they can to keep their team safe.
They’re using electronic proximity detectors supplied by Clearview Intelligence which light up and buzz to warn people when they are two metres away from another person. The tags also log any incidents when they occur providing a fast and efficient track-and-trace solution should anyone test positive, therefore, making it easier to identify those who have been in close proximity who would need to self-isolate.
ITV Studios’ Director of Entertainment Richard Cowles, explained, “The crew on I’m A Celebrity all wear proximity monitors that alert them when they are less than two metres away from each other, that way they can step back and safely social distance. We want to do everything we can to create the safest workplace for crew, cast and our hosts.”
Clearview Intelligence has recently taken over marketing and supplying the tags, retaining UK licence holder Neil Levett to work alongside Clearview and drive the project.
“These tags are an essential tool in supporting staff to work safely in any environment,” added Nick Lanigan, Managing Director of Clearview Intelligence. “ITV Studios recognises that it makes sense from a health and safety and business continuity perspective to use the tags and help keep their staff safe.”
The EGOpro Social Distancing Solution is being used at a number of construction and transport sites since their UK introduction in March.
 CMO, Dr Frank Atherton The Chief Medical Officer for Wales has welcomed the news that a Covid-19 vaccine could be ready this year but has warned “that these are very early days”.
Dr Frank Atherton said it could be towards the end next year before a vaccine was rolled out fully to all the eligible population and in the meantime it is essential that everyone continues to observe social distancing, limit meeting in indoor spaces, wear face coverings where appropriate and practice good hand and cough hygiene.
“This is an important step and a remarkable scientific achievement. But full safety data is needed before the vaccine is approved for use,” he said.
“We have well-developed plans to roll out any approved vaccine across priority groups in Wales, but in the meantime, we all need to continue doing everything we can to continue to prevent the spread of coronavirus.
Limiting indoor visits, keeping our social distance, and wearing a face covering where needed as well as regular hand washing are vital actions if we are to suppress the spread of the virus in Wales. Continue to ‘stay safe’ and protect yourself and others.”
The Welsh Government has been working closely with the UK Government and other devolved nations on preparing for vaccines in development.
Dr Atherton said: “Planning for the delivery of a potential COVID-19 vaccine in Wales is well underway. Including organising the logistics for transporting the vaccine, identifying suitable venues for vaccinations to take place, and ensuring that healthcare professionals are available and trained to administer the vaccines.
Health and social care workers, care home residents and staff have been prioritised to receive a vaccine first, with roll out to older people in age bands from next year.
But it’s likely to be a long time until the whole population has been vaccinated, so until then we should all be doing whatever we can to stop the spread of the virus.”
efore a vaccine was rolled out fully to all the eligible population and in the meantime it is essential that everyone continues to observe social distancing, limit meeting in indoor spaces, wear face coverings where appropriate and practice good hand and cough hygiene.
“This is an important step and a remarkable scientific achievement. But full safety data is needed before the vaccine is approved for use,” he said.
“We have well-developed plans to roll out any approved vaccine across priority groups in Wales, but in the meantime, we all need to continue doing everything we can to continue to prevent the spread of coronavirus.
Limiting indoor visits, keeping our social distance, and wearing a face covering where needed as well as regular hand washing are vital actions if we are to suppress the spread of the virus in Wales. Continue to ‘stay safe’ and protect yourself and others.”
The Welsh Government has been working closely with the UK Government and other devolved nations on preparing for vaccines in development.
Dr Atherton said: “Planning for the delivery of a potential COVID-19 vaccine in Wales is well underway. Including organising the logistics for transporting the vaccine, identifying suitable venues for vaccinations to take place, and ensuring that healthcare professionals are available and trained to administer the vaccines.
Health and social care workers, care home residents and staff have been prioritised to receive a vaccine first, with roll out to older people in age bands from next year.
But it’s likely to be a long time until the whole population has been vaccinated, so until then we should all be doing whatever we can to stop the spread of the virus.
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