The Digital Healthcare Council and TeleTracking patient flow technology have joined forces to improve the operational capacity of the NHS.
The Digital Healthcare Council represents a number of digital health innovators and was set up to bring together industry leaders to provide valuable information on the complex infrastructure of the NHS and its IT.
By joining the board, TeleTracking hopes to help deliver a “digitally targeted and patient-centered NHS”.
Neil Griffiths, CEO of TeleTracking UK and Europe, said: “We are delighted to be part of such a crucial body in the industry.
“The Digital Healthcare Council and its members are critical to the success of our future healthcare system; working to address issues by providing solutions that ultimately provide the vision of a digitally targeted and patient-centered NHS that benefits patients, the public and the economy.
“Collectively, the work we do now will pave the way for the future while protecting us from future pandemics.”
The Digital Healthcare Council aims to provide collective knowledge of digital services to transform patient care, free up clinical time and make the most of clinical experience.
It also aims to save money in the NHS by working with stakeholders and government on the benefits of digitally targeted healthcare.
Graham Kendall, director of the Digital Healthcare Council, added: “Each and every one of our members brings invaluable expertise and insight into our healthcare system to the mix.
“However, it is not just a matter of understanding, it is a matter of challenging processes and systems and overcoming organizational blocks to bring about physical changes and improvements.
“What TeleTracking brings to us is its understanding of ‘lost time in bed’ within a trust and how that lost time can be turned into return time to care for more patients. With hospital waiting lists increasing to 5.7 million people, there is a critical need for visibility of a hospital’s operations, including beds, resources and staff.
“By measuring this, as well as ED waiting times, hospital executives can begin to have a clear idea of where real improvements can be made quickly and without the need for additional staff and beds.”