The demands of balancing work and life provide a perennial challenge even for those in the most privileged of positions. FLE Group looks at current work-life balance policies and what they mean for the healthcare industry.

In 2003, work-life legislation was extended to offer individuals greater flexibility in areas such as parental leave, maternity, paternity and adoption leave. While these extended provisions are largely lauded for empowering parents in the workplace, and have provided wonderful photo-opportunities for one of the UK’s most high-profile daddies to parade his family policies, the legislation is not limited simply to those with children. Legal modifications to areas such as annual leave, working time, parttime work and the right to request flexible working have all been introduced as part of a cultural and societal shift towards a workplace that helps individuals to juggle professional and domestic responsibilities.

According to the Chartered Institute of Personnel and Development (CIPD), surveys on employee attitudes consistently cite long hours and work intensity as two of the biggest concerns in the workplace. Over a fifth of the UK’s workforce (5.8 million employees) work more than 45 hours each week – much higher than the EU average. Likewise, one in three who work more than 48 hours a week believe it has a negative impact on personal relationships. Two-thirds of UK workers feel their employers provide inadequate family-friendly practices. This not only has a damaging impact on performance in the workplace, but also has repercussions for health and happiness.

In April 2007, the Work and Families Act 2006 will become effective. The Act not only extends the existing statutory provisions on maternity, paternity and adoption leave, but will also increase annual leave entitlements and provide further provision for the right to request flexible working hours. So what does all this mean for the healthcare industry?

Benefits beyond salary

An effective work-life balance (WLB) is not simply a matter of legal compliance. From an employer’s perspective it is about understanding employees’ needs and priorities, and assessing how they can be balanced against business needs. In this regard, the culture in the UK is changing for the better. FLE Group, a specialist recruitment consultancy for the healthcare and pharmaceutical sectors, has been matching clients with candidates for almost 11 years.

During this time, the environment has undoubtedly changed. “Back in 1996, part-time and flexible working were a rarity,” says Louise Brooks, Contract Sales & Recruitment Director at FLE Group and mother of two daughters and two stepchildren. “Nowadays successful organisations realise that their employees are their biggest asset, and that to attract the very best candidates, they have to explore flexible working and offer competitive benefits packages that make a real difference to employees.”

The concept of a competitive benefits package is not limited to remuneration. A recent DTI survey revealed that 33% of jobseekers would choose flexible working hours instead of an additional £1,000 on their salary. In fact, 70% wanted more flexible hours, with almost half (46%) citing flexible working as the benefit they would look for most in their next job.

At FLE Group, most clients offer employees a raft of benefits from which they can choose to suit their personal circumstances. These include benefits such as childcare voucher schemes, holiday purchase schemes, part-time and termtime contracts, fitness centres, flexible working, subsidised health and dental care.

The business gains of WLB policies

The benefits of WLB policies do not all rest with the employee – there are significant business gains to be achieved through a shift in philosophy towards a more flexible model. Primarily, flexible benefits enhance the ‘corporate brand’ by projecting an image of social responsibility. This improves morale, motivation and commitment, and in turn leads to higher productivity and competitiveness. Furthermore, it helps reduce rates of absenteeism and staff turnover. The costs of staff turnover are high. Not only does a high rate of staff turnover have financial implications, it also damages the reputation of a company. As such, a shift towards more flexible working conditions can provide economic and morale-boosting benefits. For example, BT’s implementation of a WLB policy has created a £3 million saving in recruitment costs since 2003, and led to 98% of women returning to the workplace following maternity leave.

The cost of absenteeism

Sickness in the workplace is a fact of life. However, it would appear that for many, work may be a contributory factor in becoming ill. According to the CBI, 30% of sick leave is the result of stress-related anxiety and depression. This costs British industry an estimated £12 billion each year. Moreover, 80% of visits to British doctors are stress-related, leading to an NHS bill for stress-related illness of £2 billion in 2001. These statistics alone provide a powerful argument for WLB policies in the workplace. The impact of work-related stress is far-reaching.

Shirley Conran, President of the Work-Life Balance Trust, believes that although the definition of WLB is a personal one, the implications remain the same. “Work-life balance means different things to different people and different things at different stages of life. However any definition for anyone must include the problems of lack of time and exhaustion.

Research indicates that failure to achieve the correct balance of effort and rest is linked to a feeling of lack of control over your workload, plus lack of energy to fulfil personal goals and commitments. If the balance is wrong, the result may include fatigue, poor performance and a poor quality of life; this can result in dysfunctional employees, children and families.”

How to approach WLB

So how do employers and employees approach this brave new era of work-life balance? The solution is all about dialogue. While WLB principles are bound by the legal framework outlined in 2003, the implications for both employer and employee need to be considered and discussed.

“Since the introduction of legislation in 2003, employers now have a duty to consider the request (if the employee has a child under the age of 6) if it does not have a detrimental impact upon the business,” says Louise. “Therefore, as an employee, if you want to present a case for a change of working pattern, you must consider the effect on business.

To ensure a work-life balance, it must be a ‘win win’ situation and ensure that balance is maintained on both sides. Once you have a clear idea of how you’d like to change, talk it through with a line manager or your HR department before making formal requests. Give your employer time to consider your proposal; after all, any changes will have to be offered to other employees too. Finally, be prepared to be flexible – you may have to compromise on some of your ideas.”

For the employer it is essential that all company employees are fully briefed on the legislation. Success will come by encouraging dialogue and openness. Sharing ideas will raise morale and convince employees that they belong to an organisation that cares them.

FLE Group and WLB

So what does it mean for the FLE Group? Louise Brooks explains: “In the last 11 years, the majority of our office-based personnel have been females with family commitments. In our desire to retain highly-skilled team members we have created flexible working arrangements allowing us to offer part-time and term-time working without reducing service levels – measured annually in our client audit. In addition, more recently we have used VOIP telephone technology to allow occasional remote office working, linked to the corporate intranet and database and on a ‘virtual’ telephone switchboard.

“When working with clients we will always suggest creative working patterns which facilitate the appointment of the very best candidates. We have found that that strategy allows improved staff retention and better motivated personnel, and does not conflict with the achievement of business goals.”

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To find out more about FLE Group, visit www.flegroup.com
For further information on WLB, visit www.cipd.co.uk and search for Work-life balance.

 

 

 

Career Comment From Ellis Fairbank

Claire Vandenburg, Head of Ellis Fairbank Medical, explains the benefits of competency-based interviews.

The initial months of a new year are a time when employees are especially motivated to make a change. For some, this is a resolution to progress within their existing role; but for many, the desire for a greater career challenge with a new employer becomes prevalent.

The medical devices industry is reflective of this trend, with a greater number of people in the sector likely to consider a career change in the first quarter of the year. However, during a period when candidates are in abundance, employers can find that their decision-making processes are overwhelmed.

This can result in considerable uncertainty about which characteristics should be valued above others. Potential employers must adopt sophisticated recruitment techniques to segment and analyse the skills and competencies required.

Effective candidate appraisal

Competency-based interviews have evolved as the traditional job description has become increasingly inadequate in assessing what is required from a candidate. At Ellis Fairbank, our approach uses scientific methodology to align a candidate’s experience, achievements and development potential with the core attributes that are essential in undertaking the role. Recent empirical studies suggest that the fit between candidate and opportunity can be increased by up to 30% using such techniques.

Within the medical devices industry, certain competencies can be identified as being more necessary than others.

Leadership, persuasiveness, communication skills, commercial awareness and personal motivation are benchmark qualities when recruiting for senior appointments. Interviewing candidates face to face is the most appropriate way to determine their capabilities, and the most effective way to score accurately against the competency framework established beforehand. Being able to perceive how a candidate portrays him/herself and reacts to probing questions in a pressurised environment gives a good indication of how they will react to the pressures of a job role. This is not something that can be determined easily through telephone interviews.

It is important that the interviewer understands how to score a candidate against competencies, while being able at the same time to probe and engage with the individual.

The right executive for the role

Without a sound understanding of the medical devices industry, attempting to establish competency frameworks relevant to the role can result in the attraction and selection of candidates who do not fulfil the requirements of a role and subsequently cannot enable businesses to meet their objectives.

Demonstration by candidates of experiences in all relevant competencies is critical. At Ellis Fairbank Medical, we would not select candidates for senior roles within the medical devices industry based solely on their commercial awareness. They would also, for example, have to demonstrate experience of setting targets, committing to goals and effectively managing people.

Due to the nature of the market, a candidate’s ability to demonstrate their ability and what they have achieved in set competency areas will often be more significant to the interview than, say, the products that they have worked with – particularly when a company is looking to move its business forward through diversification and changing direction.

Ellis Fairbank has more than 15 years’ experience in recruitment at middle to senior management level within the medical devices sector, and many of its consultants come from within the industry itself. This allows clients and candidates to benefit from our extensive knowledge of this market sector and utilise our innovative recruitment techniques.

 

 

 

Stephen Carter of Apter International offers a fresh perspective on how to engage healthcare sales professionals fully, enabling them to achieve targets in difficult environments.

Here’s a scenario you might recognise. A team of wellmotivated potential high performers was given a new set of tougher targets by a senior management keen to see how much value could be squeezed out of them. Anxiety about being able to meet the new targets soon led to a situation where the team lost its sense of energy and excitement. This negatively affected the sales process. Worsening sales results made the team even more anxious and low-spirited; sales dipped still further, and the new targets seemed like impossible dreams.

Building a successful working relationship with medical professionals in an often inhibiting hospital environment takes time, and involves developing an understanding of the complexities of clinical, financial and organisational issues and a product’s benefits to the customer and the patient. Seeking a quick sale is not an effective strategy.

The competitive edge

Ask yourself: How serious are you? How playful? How rebellious? How conforming? How much fun do you find your work?

If your answers are one-sided, your sales potential may be about to experience a major surge forward. Radical new techniques aimed at maximising and fulfilling the human potential for success are becoming available to UK organisations. These techniques are based on ‘Reversal Theory’ (RT), a well-researched and increasingly recognised theory of human motivation that can have a powerful impact on the sales process and its management.

Sophisticated technical resources, literature and training are generally available to help the sales professional understand the importance of the medical devices industry in modern healthcare. But what aren’t always available are human qualities: talent, commitment, dynamism and passion. These are the qualities on which competitive edge is founded, the qualities that determine a company’s success in a market where integrity and quality of customer service matter more and more. In today’s healthcare industry, engaging the sales force’s commitment is the key to winning customer confidence.

Organisations can’t buy human qualities: they need to nurture them. Paying people a high starting salary and generous bonuses doesn’t guarantee that they will offer the best of their talent and effectiveness. Companies seeking to encourage their employees to offer more of these human qualities in the workplace need to understand key principles of human motivation – or have access to specialists who do.

Many theories that analyse personality ‘traits’ assume that each of us is the same kind of person all the time. But our own knowledge of ourselves and our behaviour at different times tells us this is not so.

My ever-changing moods

Reversal Theory says that not only are we inconsistent and changeable by nature, but we can exploit our capacity to switch between states in a positive way, enabling us to develop as people and as professionals. The key point of RT is that far from having one given ‘character’, we all tend to inhabit various states of being within which we can switch between opposites at different times.

This concept avoids the age-old mistake of categorising people into fixed ‘types’. RT identifies four pairs of motivational states (see diagram opposite):

•serious / playful
•conforming / rebellious
•mastery / sympathy
•self-oriented / other-oriented.

Playing the game

How does this work in practice? If someone is to function in a creative, productive, effective and fulfilled fashion, they need to be able to access the complete range of states of being.



Rebelliousness – wanting to do the unexpected – is the source of many great ideas. Sympathy is about putting the relationship before the immediate transaction. Playfulness – enjoyment of the here and now – has been shown to be a major source of effort and commitment. Engaging with clinical specialists in the hospital environment presents a seriousness of situation that can be intimidating for the sales representative, potentially leading to a flat or gauche presentation. To engage in a more playful state can inspire the dynamism and creativity necessary to explain how a medical device will benefit the patient and make the specialist’s job easier.

People sell better when they see it as a game in which excitement and problem-solving are part of the process. In the case of the sales team mentioned at the start, using the RT framework helped them to recognise that goal escalation had moved from ‘stretching’ to ‘impossible’ and the team were facing the nearcertainty of failure. They were trapped in a onesided ‘serious’ state in which all experiences were negative. The solution was not just to reduce the goals. The team worked out how to broaden their perspective and focus on ‘mastery’ (their sense of competence and power), ‘sympathy’ (the strength they could draw from each other) and, most critically, ‘playfulness’.

The result? The team were infused with a new sense of motivation and momentum as they moved beyond the ‘serious’ state of focusing only on target achievement, and engaged creatively with the medical specialists to identify the ‘human factors’ that would lead to a sale. In fact, they came close to achieving the ‘impossible’ target!

Of course, good business requires the ‘serious’ state, which brings purpose and direction to what people do. But it also requires the other states to engage and drive a broader and deeper contribution from employees.

Seize the day

In summary, Reversal Theory offers a comprehensive and powerful range of tools to help sales professionals:

•flourish in uncertainty, delivering greater levels of contribution, flexibility and willingness to change
•take measured and considered risks in areas where complete avoidance of risk may be bad for their sales
•accept that sometimes thinking in ways that are not part of their usual ‘pattern’ can liberate their potential.

How can your organisation use RT? While the techniques need to be applied with specialised help, deploying them involves creating an organisational climate in which people feel encouraged to use their full emotional range – a dynamic culture for a dynamic industry.

Evidence shows that if you are in that climate, you are likely to be developing yourself and your sales role in a powerful way.

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Stephen Carter is Managing Director of the research management development consultancy Apter International, working worldwide with many blue chip organisations. For further information and case studies, contact Jacqui Newman at jnewman@apterinternational.com or phone 01509 228896.

 

 

Asteral appoints radiology specialist to MES team ASTERAL, A LEADING vendor-independent Managed Equipment Service (MES) provider to the NHS, has appointed Stephanie Elliott as Project Implementation Manager. Stephanie will oversee the radiology elements of an Asteral MES contract with University Hospitals of Leicester NHS Trust. The new role will be based onsite at Leicester General Hospital. Stephanie will join a team responsible for the ongoing evaluation, selection and commissioning of radiology equipment as part of the 19-year MES agreement with the Trust. Stephanie joins Asteral from Leeds Teaching Hospitals NHS Trust, where she was Development Manager in the Strategic Projects Office and was involved in the equipment elements of PFI and MES programmes. A qualified therapy radiographer, she has held clinical radiographer roles at Singapore General Hospital and Leeds Teaching Hospitals NHS Trust. David Rolfe, Managing Director of Asteral, said: “Stephanie is a valuable new member of our vendor-independent MES team. Her skills complement our team of specialist technologists, and she will be vital in the Phase 2 MES implementation at University Hospitals of Leicester NHS Trust.” Asteral is based in Reading, with offices in Leicester and Peterborough. It changed its name from AssetCo Healthcare in 2006.

Welch Allyn expands its sales force Welch Allyn, a leading global manufacturer of frontline medical products and solutions, has appointed Carl McMullen as Regional Sales Manager for Yorkshire and the North-West. This appointment has been made in response to customer demand for enhanced levels of support across the UK. McMullen, previously at Pentax UK Ltd, brings with him extensive medical sales experience to provide Welch Allyn customers with expert knowledge and training. Based in Liverpool, he will report to Paul Lawrence, the UK Sales Manager, who oversaw the restructuring of the Welch Allyn UK sales force in 2006. Founded in 1915, Welch Allyn currently operates in 17 different countries and employs over 2,700 people worldwide. The company’s development in the medtech sector continues to lead to the creation of new positions in the sales force. For more information, visit www.welchallyn.com

Oberoi Consulting continues to grow OBEROI CONSULTING, a provider of dedicated IT solutions to healthcare, is further expanding its account management team. Kirsten Owen joins Oberoi from Staffordshire Moorlands PCT to take on the role of Regional Account Manager for Staffordshire and North Wales. Kirsten has worked in the NHS for 16 years, and has spent the majority of her career working with general practices. Since the nGMS Contract, her focus has been on service improvement, project management and facilitating the changes affecting general practices, including the new Choose and Book system and improved patient access to appointments. Kirsten’s enthusiasm and commitment to service improvement has been critical to the success of the projects she has managed. Kirsten’s considerable expertise will add to Oberoi’s reputation as a key partner in delivering quality solutions.

Atlantic crossing PANMEDICA would like to thank the 4000 or so entrants to its recent ‘Win a Trip to New York’ lucky draw competition. PanMedica was delighted by the high response rate, and Charlotte Butterfield was the lucky winner. John Harper, Managing Director of PanMedica, is pictured giving the award to Charlotte. PanMedica has for the last 30 years specialised in finding sales, marketing, management and clinical resourcing solutions, both permanent and outsourced, for the healthcare marketplace.

 

NOW THE POST-CHRISTMAS BLUES have faded and you’ve joined a gym, asked for a pay rise, given up smoking and cleaned the car, it’s time to get down to business. The theme of our February issue is ‘Reaching new customers’. A major way to access new markets in healthcare is through exhibitions. Our Industry article from Medilink Yorkshire and Humber looks at how medical technology companies can reach a global market by promoting their innovative products at international exhibitions such as Medica and Arab Health. As we know, the NHS is the largest health delivery organisation in the world, but it is a tribute to the British medical device industry that its innovations could make a difference in emerging markets such as Brazil, China and India.

‘Exhibition Blues’, by the irrepressible Gerry Duffy, looks at the same theme from the viewpoint of those actually wearing the badges and handing out the novelty cup cakes at the company stand. Gerry provides a humorous but, sadly, accurate appraisal of some of the most common behaviour on display at trade shows. If you’ve ever spent the best part of a day in Exhibition Hall G, deliberately hiding behind the laptop on your stand while an army of potential customers marches past, you’ll know what Gerry is talking about. An exhibition is a rare opportunity to network and to get the message across to new customers – so why waste it?

The concept of reaching new customers is reinforced by our first look this year at the planned reconfiguration of emergency services. These controversial new proposals have been met with widespread national condemnation as PCTs up and down the country campaign to keep their A&E hospitals open. But love them or loathe them, the new measures may provide new opportunities for healthcare companies. Many A&E departments are due to be replaced with a network of specialist treatment centres, which will bring with them new customers for the medical device industry. In addition, emergency nurse practitioners and paramedics will undoubtedly become more important targets for the healthcare sector.

So what of your role as sales and marketing professionals trying to reach this evolving market? As ever, we bring you a range of articles to assist your career development. This month we look at how current employment legislation is designed to help you find a balance between your professional and domestic life. When the Work and Families Act is fully implemented this April, further opportunities for more flexible working will be created. We also look at the advantages of competency-based interviews, and provide some motivational strategies to give sales and marketing teams the cutting edge.

February is the shortest month, but On Target will help you to make sure that you’re not running short of time, customers or ideas. The medical technology industry is breaking boundaries and changing lives across the world. Don’t fall behind!



Chris Ross
Editor

 

European use of circulation support technology THE FIRST PATIENT IN EUROPE has been treated with Abiomed’s new intra-aortic balloon (IAB) and iPulseTM Console under their recent CE Mark approval. The procedure provided increased circulation during high-risk angioplasty to an 84-year-old patient requiring stents to the left-main, the vessel that supplies blood to the heart itself. The IAB is designed to enhance blood flow to the heart and other organs for patients with diminished heart function. The iPulse combination console platform drives the IAB and other circulatory support systems. “We had a positive experience with the iPulse Console and Abiomed’s intra-aortic balloon, finding the technology to be safe and easy-to-use during a high-risk angioplasty. This new intra-aortic balloon is a good front line treatment option to provide patients with minimally invasive cardiac perfusion,” said Dr. J.P.S. Henriques, Cardiologist at the Academic Medical Center in Amsterdam. “With our new IAB, Abiomed continues to make progress expanding our global presence and product portfolio,” said Michael R. Minogue, Chairman, CEO and President of Abiomed. “Our iPulse console and new intra-aortic balloon provide Abiomed with an earlier presence along the continuum of patient care, allowing greater access to potentially life-saving heart recovery technologies.” For more information, visit www.abiomed.com	Cook Medical introduces EchoTipTM COOK MEDICAL has introduced the Cook EchoTip Echogenic Needle to enhance needles’ appearance during ultrasound imaging. Ultrasound guidance is recommended by the Agency for Healthcare Research and Quality for needle placements, as it has safety benefits including real-time observation of the needle, lower cost and lack of ionising radiation. In order to improve needle visibility, Cook has enhanced the echogenic properties of its needles for physicians using the company’s central venous catheters for venous pressure monitoring, blood sampling and administration of drugs and fluids. With enhanced tip visibility under ultrasound imaging, the EchoTip Echogenic Needle improves the success rate of venous access. “The EchoTip significantly improves a caregiver’s ability to identify the exact ‘tip’ location of a needle, and therefore successfully access small targets,” said Bruce Gingles, global leader of Cook Medical’s critical care division. “Cook’s central venous catheters are the only catheters on the market with echogenic needles.” Cook EchoTip Echogenic Needles are now available with the Cook central venous catheter and Thai-Quick Chest Tube sets and trays. Cook Medical was named the 2006 Medical Device & Diagnostic Industry Magazine Medical Device Manufacturer of the Year. For more details, visit www.cookmedical.com
MedifyRemote units suplied to GPs THE FIRST MEDIFYREMOTE units have been supplied to British GPs by UK distributor Dextra Solutions for UK wireless healthcare company Medify Solutions. MedifyRemote is the first secure mobile patient note access application to be adopted throughout the NHS. It allows healthcare professionals to access, review and update the patient’s complete medical history in a single, secure session via a Microsoft Windows-enabled PDA device. A MedifyRemote direct e-mail campaign has led to a high level of orders and enquiries. These are being passed to Dextra Solutions for fulfilment. Dextra Solutions are working alongside Medify Solutions to minimise the time between order and product delivery, supplying direct to MedifyRemote customers. Angie Simpson, sales director for Dextra Solutions, said: “To see orders placed and deliveries despatched early in the partnership bodes very well indeed. We see MedifyRemote as a groundbreaking data application and believe the potential business customer base does too.” Ian O’Reilly, CEO of Medify Solutions Group, said: “The choice of Dextra Solutions as the fulfilment partner for MedifyRemote UK customers was based on our need for a credible and capable organisation that could meet our demand.” For more information, visit www.medifysolutions.com
Air purifier that kills H5N1 launched by Tri-Air BRITISH COMPANY TRI-AIR DEVELOPMENTS has developed an air purifier that kills colds and flu germs, including H5N1 bird flu, MRSA and anthrax. The system simulates the production of fresh air to destroy airborne viruses and bacteria in minutes within private, work and public spaces. The biotechnology unit combines three established decontamination technologies: non-thermal plasma, ultraviolet catalysis and ‘open air factor’ (OAF). The purification unit has 99.9999% effectiveness in killing an airborne surrogate test virus within 5 minutes. Tri-Air Developments claims this is 100 times more effective than current decontamination methods. The air purifier creates an OAF that destroys bacteria and viruses in the air and on surface contact. The d e c o n t a m i n a t i o n process occurs both within and outside the machine, dispersing the OAF throughout the entire space. The unit can be adapted for a range of domestic, commercial, medical and industrial applications, including large ventilation systems for use in hospitals. Commercialisation advisors PricewaterhouseCoopers are now contacting global manufacturers to structure rights for production in 2007. For more information, visit www.tri-airdevelopments.com	Southampton researchers develop ‘clever’ hand RESEARCHERS AT the University of Southampton have built a prototype of a prosthetic hand with basic functionality and movement. Professor Neil White, Dr Paul Chappell, Dr Andy Cranny and Darryl Cotton at the University’s School of Electronics & Computer Science (ECS) have created the Southampton Remedi-Hand, which not only mimics the motion of a human hand but also has ‘senses’. Increasing the number of grasping patterns and improving the sensory feedback from objects were key objectives in developing the Remidi-Hand. “The last few decades have produced significant improvements in the design of upper limb prostheses,” said Dr Chappell. “But up to now, there have been limits in terms of sensory touch and movement.” Professor White’s work on developing sensors for the electronics industry has enabled him to develop piezoelectric sensors to assist grasping. “We need multiple sensors in a hand to mimic the natural processes as far as possible,” he said. “In the past, cost has been an issue in the development of prosthetic limbs, particularly upper limbs, but we have found a way to add multiple senses using low-cost technology.” For more details, visit www.ecs.soton.ac.uk
Tunstall supports Virtual Care Village scheme CUMBRIA COUNTY COUNCIL has mainstreamed the use of telecare as part of an innovative health and social care initiative to provide round-the-clock care for people in rural communities. Telecare packages from UK company Tunstall will be installed in 500 homes across the county. These services will support people in their own homes and reduce the need for hospital and residential care, as part of the Council’s Virtual Care Village model. Kevin Alderson, Public Sector Policy Director at Tunstall, said: “This is a great opportunity for everyone in Cumbria, with telecare packages offering a cost-effective alternative to traditional residential care and helping to reduce some of the burden on healthcare providers, hospitals and residential care homes, while also giving users the help and support they need and enabling them to remain independent for longer.” The telecare packages consist of a Tunstall Lifeline unit that provides a link to a 24-hour response centre, and a range of intelligent telecare sensors that raise an automatic alarm if falls, intruders or environmental dangers are detected. Cumbria County Council was awarded £860,000 in funding as part of the £80m Preventative Technology Grant, and decided to commission telecare services across the county. For more information, visit www.tunstall.co.uk

 

Screening can stop cervical cancer THE FIRST EUROPEAN Cervical Cancer Prevention Week (ECCPW) has emphasised the importance of screening in the prevention of the disease. The initiative, organised by the European Cervical Cancer Association (ECCA) and supported by educational grants from companies including Roche, Digene, Innogenetics, TriPath Imaging and Norchip, is designed to raise awareness of cervical cancer and advocate the implementation of comprehensive cervical cancer prevention programmes across Europe. To launch the week, the STOP Cervical Cancer Manifesto, endorsed by the European Diagnostic Manufacturers Association (EDMA) together with cancer societies, medical associations, patients’ groups and MEPs from 21 countries, was presented at the European Parliament. New technologies for HPV testing and vaccination have the potential to virtually eliminate cervical cancer in Europe. The UK is one of only seven EU countries with a national cervical screening programme. However, according to recent DH figures, England is seeing a steady fall in smear test attendance. Some 660,000 women aged 25–29 were invited for screening in England last year, but only 69% attended compared to 80% in 1995 – a drop of some 68,000 young women. This is largely due to the reduced incidence of cervical cancer in the UK since the introduction of screening. Cervical cancer now accounts for approximately 1,000 deaths per year in the UK, whereas experts estimate it would cause 6,000 deaths per year without organised screening.	UK at back of queue for IVDs THE UK IS FALLING BEHIND most European nations in its provision of diagnostics to the public. According to figures for 2005 supplied by the European Diagnostic Manufacturers Association (EDMA) and reported in Clinica, the UK ranks 17th in an EU league table for per capita spending on IVDs. The UK’s market for IDVs was worth €625m in 2005. This means a per capita spending of €10.9 per individual – just over half of the European average (€20). The highest spender on IVDs per capita is Switzerland (€31.7), followed by Belgium, Italy and France. IVD sales in the EU represent less than 2% of the total healthcare expenditure. EDMA comments: “Increased testing will not significantly augment healthcare costs, but an appropriate spending on IVDs would certainly have a positive impact on healthcare.” The message of the first European Cervical Cancer Prevention Week (see report on left) strongly reinforces this view.
US-UK partners offer health improvement solutions TWO PROVIDERS OF consumer health assessments have teamed up to help people make better health decisions. US organisation Healthwise, a non-profit provider of consumer health information, and UK company vielife, a provider of health and performance management solutions, will offer assessments and action-focused information to help people understand and improve their health. “Together, vielife and Healthwise can help health plans and self-insured employers measure and manage the health risks of their members,” said Clive Pinder, Managing Director of vielife. “By giving people the information and tools they need to improve their health, we also help employers reduce costs and improve prductivity.” When people take a vielife health risk assessment, they receive a personal status report with recommendations for action. Information from Healthwise will be the basis of the recommendations made in the report, and consumers can also click to relevant Healthwise information during their assessment. “The vielife HRA helps people identify and focus on their health risks,” said Donald W. Kemper, founder and CEO of Healthwise. “That provides an opportunity for Healthwise to deliver them the information they need to make better decisions about managing those risks.” In 2005, vielife was awarded the Institute for Health & Productivity Management President’s Award.
‘Brain bypass’ op carried out in UK A LIFE-SAVING ‘BRAIN BYPASS’ operation has been carried out in the UK for the first time. The operation was performed successfully at the London King’s College Hospital on four UK patients with brain tumours and aneurysms. Like a heart bypass, it re-routes the blood supply by using a piece of grafted vein. The Elana technique was developed in Holland and has been carried out on about 300 patients worldwide. It eliminates the need to temporarily clip the artery and cut off the blood supply, which increases the risk of stroke. The technique uses two specially-designed tools, a laser catheter and an implanted ring. Once blood flow through the grafted vein has been achieved, the tumour or aneurysm can be cut away or isolated. Neurosurgeon Christos Tolias, who headed the team, said the operations were a “real advancement in the field. No patient has died or suffered deterioration as a result of using this technique, as compared to conventional treatment. The traditional method will still be used for the majority of cases, but this gives us an option for people with large tumours or aneurysms where clipping is not sufficient.”	Smith & Nephew in academicindustry partnership GLOBAL MEDTECH COMPANY Smith & Nephew is collaborating with the University of York to create analytical services to help external customers in the medtech industry discover and develop new treatments. Companies – from large multinationals to small start-ups – will gain managed access to a spectrum of equipment and expertise from the collaboration. Smith & Nephew will undertake the overall management of projects and provide technical consultancy and quality assurance. Dr Andrew Jackson, Head of Technical Services at the new Research Centre, said: “The expertise and technology platforms in the Technical Services Group at Smith & Nephew and the Technology Facility are highly complementary, and together can provide a ‘one-stop shop’ for the many analytical problems faced by industry.” Dr Joe Ross, Business Development Manager at the Enterprise and Innovation Office at the University of York, said: “This is truly a world-class partnership, which will offer an unrivalled service for problem solving, analytical method development and business support for the medical industry. Consequently, products will be discovered and developed more quickly, cheaply and reliably than before.” Dr Mark Wickham, Operations Director at the Smith & Nephew Research Centre, said: “The partnership provides us with an opportunity to develop relationships with other companies in the medical science field, and to identify any collaborative opportunities for early-stage technologies that are applicable to our business.”
Sevenoaks FC player scores with Flexfoot A ROOFER who lost a leg at the age of 12 now plays Sunday league football, thanks to the medical device industry – and his own determination to compete. 25-year-old Spike Westbrook, who lost his lower left leg to a cancer operation, plays for Sevenoaks FC using a Flexfoot prothesis manufactured by Ossur. The midfielder, who has helped the team to two successive promotions, has scored one goal this season – with his left foot. Westbrook said: “I thought I’d never play again – the doctors told me that as well. Then after wearing a prosthetic leg for six months I didn’t feel uncomfortable walking. I could even jog and run. Then I went out on the pitch and built it up over time. Three years after I lost my leg I was playing proper football again. “I wear a Flexfoot, which is basically a special sports leg. The one I use is made out of plastic and carbon fibre with a foam covering, which makes it more flexible and has a bit of bounce in the toes. “People don’t seem to realise though. Some of them ask if I’m wearing a knee-pad, others ask me what’s wrong with my leg. When I tell them they never believe me. Perhaps they will now.”

 

The Other Side 7:

Interview with a Paediatric Nurse

Healthcare in the community is an increasingly important area of the medical technologies market. On Target asked Emma Day, Clinical Nurse Specialist for Diabetes Home Care at Birmingham Children’s Hospital, about her experience of purchasing medical devices to treat children in the community.

1. What part does purchasing play in your working life? What types of medical technology do you need to purchase?

Usually items relating to measuring diabetes control either point of care testing devices that are held in patient’s homes or those that are housed solely in the clinical setting. Most recently, we purchased a device to sense blood glucose levels over a three- to four-day period. Weighing and measuring devices for children are also purchased as a matter of course.

2. What factors influence your purchasing decisions?

Invariably cost plays an enormous part in the purchasing decision – also ongoing technical support for these devices, and the resource implications for maintenance contracts and quality assurance schemes that can be mandatory but costly to sign up for. The need for sundry items to be purchased is also considered. We look for new innovations doing something we’ve always done, but in a better way.

3. How is paediatric care changing with the growing emphasis on primary and community care signalled by recent Department of Health publications?

We are a hospital-based community service, which makes our service somewhat unique. This brings its own challenges. Paediatric diabetes has to be treated by secondary care providers. We do take our expertise out to the community in which the child lives, and offer support and education to them and their families in order to facilitate their return to ‘normal’ activities. Acute paediatric care is becoming more communitybased, thus making it necessary to procure devices and other products that would traditionally have only been found in secondary care settings.

4. How well does the healthcare industry meet your clinical needs in terms of the products and services available?

There is a huge choice in terms of products and services, and new things have to be something quite special and different in order to spark an interest. The service and product suppliers and manufacturers try to meet our clinical needs by designing and rigorously testing new products. They also undertake market research with healthcare professionals and users alike in order to meet clinical need. This means that new products and services are usually well received.

5. What aspects of healthcare sales and marketing do you find helpful? What aspects do you find unhelpful?

It is helpful to be able to ‘try before you buy’, especially if the immediate usefulness or usability of a new product may be in doubt. This will often lead to the product being bought for future use.

I am not sure that the ordering constraints put upon us from within the NHS or an individual Trust are always considered. Sometimes we are constrained to a very short list of either suppliers or products to which we must adhere.

6. Is there anything about your role or the needs of your patients that you would like healthcare sales representatives to be more aware of?

Patients, especially children and their parents, do not like change, and when there are withdrawals of products or services this must be communicated sensitively to them. On the whole, sales representatives serve us extremely well and are our contact with what might otherwise be faceless organisations.