Commissioning Show Newspaper - Issue 19 by CloserStill Media

INSIDE THIS ISSUE... healthpluscare.co.uk/transformation

UP TO SPEED WITH… THE CARTER REVIEW BY LORD CARTER OF COLES & CLAIRE MURDOCH, CHIEF EXECUTIVE, CENTRAL AND NORTH WEST LONDON NHS FOUNDATION TRUST PAGE 2

PRIMARY CARE HOME BY JAMES KINGSLAND PRESIDENT, NAPC & DR NAV CHANA, CHAIR, NAPC PAGE 2

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CYBER SECURITY IS A CRITICAL BUSINESS RISK FOR THE NHS BY CHRISTOPHER GREANY, HEAD OF GROUP INVESTIGATIONS, BARCLAYS CHIEF SECURITY OFFICE PAGE 3

SUPPORTING PRIMARY CARE AT SCALE BY STEPHANIE CARTWRIGHT, DIRECTOR OF ORGANISATIONAL DEVELOPMENT AND HUMAN RESOURCES, DUDLEY CCG PAGE 12

TRANSFORMATION TAKES TIME, BUT IT ALL BEGINS HERE.

28–29 June 2017 | ExCeL London

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#healthpluscare

JUNE 2017

HEALTH+CARE ISSUE 19

Up to Speed with…the Carter Review of community and mental health trusts An NHS Improvement review of community and mental health trusts to identify areas where they could improve productivity and efficiency is underway in 23 trusts. Led by Lord Carter of Coles, the process is mirroring his recent review of operational productivity and performance in English NHS acute hospitals, which suggested that acute non-specialist trusts could save at least £5bn in efficiencies by 2020-21. The review will identify where there are unwarranted variations and then support community and mental health trusts with a series of recommendations to ensure that patients receive highquality, high-value care wherever they live.

It will also engage with trusts to specify the benchmarking criteria for an ‘optimal model’ NHS community or mental health care trust.

“There will be many areas where we will need to jointly produce recommendations and solutions that are tailored to the varied work undertaken in these settings,” explains Luke Edwards, Director of Sector Development, NHS Improvement. The review process will look to understand: • How organisations in mental health and community trusts operate • What good looks like • What approaches to improving productivity and efficiency are already in place and what opportunities there are to drive these further • What metrics and indicators are required to support the development CONTINUED ON PAGE 2

Primary Care Home rolling out to 12% of the population The Primary Care Home model is expanding across the country at such a pace with the National Association of Primary Care (NAPC) highlighting there will be more than 160 sites serving 12% of the population over the next few months.

aunched in October 2015, the Primary Care Home provides a complete care community, meeting the health and

social care needs of a registered population of 30-50,000 patients with similar features to a multispecialty community provider (MCP) model.

“An early report on the impact of the first 15 Primary Care Home rapid test sites from PA Consulting Group is looking positive”, says Dr Nav Chana, NAPC chair. “Progress is being made not only with the numbers of sites coming on board but also with the engagement of people who are working in them and are enthused by the new way of working.”

As more and more sites come on board they are joining a ‘Community of Practice’, which is sharing the challenges and successes and the whole learning experience of setting up the new model of care. The Primary Care Home enables general practices and other local providers to work together to focus on local health priorities with an integrated workforce drawn from hospitals, primary care, community health services, social care and the voluntary sector. CONTINUED ON PAGE 2

James Kingsland, President, NAPC

Brave new decisions are needed to resolve the pressures on adult social care Genuinely new funding is needed to relieve the extreme pressures currently facing adult social care, says the Local Government Association (LGA).

“

here is a real and pressing need for a solution because you have got social care providers going bust and councils on the edge,” says Sarah Pickup, LGA Deputy Chief Executive, who will be discussing the LGA’s concerns at the Commissioning Show.

The additional £2 billion for adult social care announced in the Spring Budget represents a significant step towards protecting care services for older and disabled people. But, she warns, short term pressures remain and the challenge will be to find a long-

term solution to the social care crisis. This must include giving councils continuous additional funding which can be put into local government baselines. CONTINUED ON PAGE 8

YOUR HEALTH+CARE BADGE GIVES YOU ACCESS TO THE DIGITAL HEALTHCARE SHOW, SPEAKERS INCLUDE:

Christopher Greany, Head of Group Investigations, Barclays Chief Security Office

Ian Trenholme, Chief Executive, NHSBT

Will Smart, Chief Information Officer for Health and Social Care, NHS England

Mike Bone, CIO, West Suffolk FT

Daniel Taylor, Head of Security, NHS Digital

Keith McNeil, Chief Clinical Information Officer, Health & Social Care, Department of Health

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#healthpluscare 28–29 June 2017 | ExCeL London

Up to Speed with…the Carter Review of community and mental health trusts CONTINUED FROM PAGE 1 of the model for these sectors?

“The review will show us what approaches to improving productivity and efficiency are already in place and what opportunities there are to drive these further. The findings will be published in late 2017/early 2018 and we will be sharing emerging findings with trusts over the coming months to help them implement improvements quickly,” says Mr Edwards. Claire Murdoch, Chief Executive of Central and North West London NHS Foundation Trust (CNWL), says her trust has volunteered to be involved in the review because her board

believes it will provide them with valuable insight that will feed in to their own quality and cost improvement programmes.

“It’s a lot of extra work but we wanted to be a Carter trust because we have an overriding belief that we all should be taking every opportunity to maximise the value of every pound we spend. We are driven by the need to make big efficiency savings. If we can do that smartly by benchmarking and looking at how we compare to others and understanding the areas where we can make potential savings without detracting from patient care, then my board’s feeling is why wouldn’t we want to do that?”

Primary Care Home rolling out to 12% of the population CONTINUED FROM PAGE 1 Patients are enjoying a comprehensive, first contact service, which is local to them and provides finished episodes of care. Dr James Kingsland, NAPC president, explains,

always had but scaled up to give them the right care, first time, personalised to them. All the Five Year Forward View Next Steps deliverables will flow from that because with the right tools to do the job, all of a sudden those teams will start to facilitate early discharge from hospital, prevent people being admitted or going to accident and emergency when they don’t need to.”

“The key thing that sites developing Primary Care Home have is clinical engagement,” says Dr Kingsland. “We’ve achieved clinical engagement because the Primary Care Home has been created by clinicians and the construct is based on strong organisational and corporate memory of what has worked in the past and what hasn’t. The feedback we are getting is this is what we’ve always wanted to do – this is the fairy dust. The clinical engagement is also important because the biggest financial risk that we have in our NHS today is the morale of the workforce.” Some of the feedback NAPC has received includes: clinicians saying ‘If I can do this, I’m going to defer my retirement’; ‘I thought I might affect change by being at the CCG but I probably haven’t but with the Primary Care Home, I will’; community nurses saying they feel valued for the first time in a long time and the chair of a national patient organisation, who said, ‘I’ve lived in the same house for 50 years and if one of these doesn’t develop near me I’m moving home’. There’s no doubt things will change because of the roll out of the Primary Care Home programme.

But she says: “The Carter work is not just about appreciating where you can get more out of the service or more out of the pound you spend. I also hope it will help it will shine a light on areas where you can intelligently drive productivity or remodel your workforce without overworking staff to a point that is not sustainable and not productive.

This work will be about putting the brake on excesses as well as turbocharging those areas where you could do more with what you've got. It has to be about a real spirit of learning and interest, it can't just be a stick to beat organisations or teams with you. This has got to be about enquiry and understanding, quality and improvement change. The review won’t provide answers but will provide information that you can take it back to your teams and translate into your local area.”

Lord Carter of Coles Lord Carter will be speaking in the NHS Providers Theatre on Thursday 29th June, 09:20 – 10:10

Claire Murdoch, Chief Executive, Central and North West London NHS Foundation Trust Claire Murdoch will be speaking in the NHS Providers Theatre on Wednesday 28th June, 15:55 – 16:45 Find out more by visiting www.healthpluscare.co.uk/ programme

There are only 400 complimentary passes remaining, secure your complimentary pass to attend both sessions at Health+Care and get complete access to all 18 theatres including the new Digital Healthcare Show: www.healthpluscare.co.uk/ paper or call 0207 013 4671

“For patients it feels like the primary care they’ve

The NAPC is developing a knowledge portal, which is collecting data, evidence and information about developing sites to help them with the four key characteristics of the Primary Care Home. These are: an integrated workforce, with a strong focus on partnerships spanning primary, secondary and social care including patients and the voluntary sector; a combined focus on personalisation of care with improvements in population health outcomes; aligned clinical and financial drivers through a unified, whole population budget and provision of care to a defined, registered population of between 30-50,000.

Ms Murdoch, who is also National Mental Health Director, says the review is looking at the big spend areas, the back office or corporate support functions, and asking questions like - is your rostering at maximum potential; are your procurement arrangements maximising value; are you collaborating around scale, what is your unit cost, how does it compare to others?

People are now starting at the right place, there is a collective attitude and we’ve got a consistency of approach over time that will transform the NHS.

Dr Nav Chana will be speaking in the Transforming Primary Care Theatre on Wednesday 28th June 2017, 10:15-11.05, 15:50 – 16:30 and part of the panel discussion, with Maria Howdon from Thanet Primary Care Home rapid test site, from 16:40 – 17:30. Dr James Kingsland will be speaking in the Transforming Primary Care Theatre on Thursday 29th June 2017, 10:15 – 11:05. Find out more by visiting www.healthpluscare.co.uk/ programme There are only 400 complimentary passes remaining, secure your complimentary pass to attend Dr James Kingsland and Dr Nav Chana’s sessions at Health+Care and get complete access to all 18 theatres including the new Digital Healthcare Show: www.healthpluscare.co.uk/ paper or call 0207 013 4671

Connecting GPs with Specialists: How datadriven virtual consultations can transform service commissioning Medefer is working with NHS CCGs and hospital trusts in a pioneering new approach that brings GPs, consultants and patients closer together – and delivers specialist care in the community.

eveloped with guidance from NHS clinicians, Medefer’s technology is enabling hospitals and healthcare commissioners to enhance patient care by transforming the way GPs seek specialist advice. Its virtual platform enables GPs to rapidly gain support from specialists at local hospitals and a national network of consultants. Director of Primary Care Engagement at Medefer, Dr Edward Bosonnet, said:

“Patients can access treatment quicker, it improves efficiencies and reduces referrals – but crucially, it also gives powerful, real-time data that can transform services.” The session will look at the role of virtual consultations and how data analysis can shape service design. We will also hear how NHS South Cheshire CCG has transformed the patient journey, reduced referrals and delivered cost savings.

Speakes on this topic at Health+Care Dr Edward Bosonnet, Director of Primary Care Engagement at Medefer. Former Governing Body Member and IM&T Lead, E&N Hertfordshire Clinical Commissioning Group, and now GP engagement lead. Dr Sinead Clarke, Clinical Director for Performance, IT, Finance, Cancer and End of Life for South Cheshire and Vale Royal CCGs

Dr Edward Bosonnet will be speaking in the Transforming Primary Care Theatre on Wednesday 28th June 2017 12.10-12.40. Find out more by visiting www.healthpluscare.co.uk/programme For more information, contact: Web: www.medefer.com Tel: 08000 112 113 Email: enquiries@medefer.com Twitter:@medefer See us at stand N64

healthpluscare.co.uk/transformation

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28–29 June 2017 | ExCeL London

Cyber security is a critical business risk for the NHS warns Barclays security chief Cyber security is a business risk and must be the responsibility of the person at the top of any organisation, says Christopher Greany, Head of Group Investigations, Barclays Chief Security Office.

peaking about the recent cyber-attack on the NHS when ransomware led to cancelled operations and diverted

ambulances, he warns: “If the Chief Executive doesn’t understand the business risk of not having a good cyber security strategy that protects patients and the operating system of the business, it’s a business failure. For the NHS, cyber security is a critical business risk because the business of the NHS is keeping people alive and keeping them safe.” Before joining Barclays Mr Greany had a policing career spanning over 30 years. He says the problem with cyber-attacks is that people in organisations are often complacent because

this is not a visible physical threat. After a cyberattack the crime scene is not a visible one so once the threat is over people’s memories are not reinforced by how serious it was. In the recent cyber-attack no patient data was stolen but Mr Greany predicts that it will be only a matter of time before this occurs. Two massive data breaches last year of the software company Sage and TalkTalk which compromised the personal information of thousands of employees and customers and should serve as a warning.

“All data is valuable – names, addresses, dates of birth etc. Health data is about the well-being of citizens and will have a value somewhere. Terrorists, for example could be interested in data about the current health of the nation or fraudsters could target people who are seriously ill by trying to sell them fake medicine. Criminals use information about people to trick them into parting with their money,” he says. Cyber criminals are finding new ways to breach the cyber defences of organisations all the time

“You can’t protect absolutely everything but you must try and protect what’s important,” he says. NHS organisations need to work out how to keep their data safe – how they encrypt and store it and there has to be major investment in IT.

YOUR HEALTH+CARE BADGE GIVES YOU ACCESS TO HEALTH+CARE AND THE DIGITAL HEALTHCARE SHOW D SP I G EA ITA KE L R

“An

effective cyber strategy has to be about prevention because once the symptoms appear it is too late. This means you must understand what data you hold, you must make sure you have invested in your IT and that your systems are up-to-date and patched. If you do all that you won’t be able to stop World War Three but you will be able to look yourself in the mirror and say I did all I could,” he says.

Christopher Greany will be speaking in the Digital Healthcare Transformation Theatre 2 on Wednesday 28th 2017, 12:00 -12:30. Find out more by visiting http:// www.digitalhealthcareshow.com/ conference-programme

Christopher Greany, Head of Group Investigations, Barclays Chief Security Office

Improved productivity and digital services creates time for compassion A ruthless focus on productivity and effective use of digital services has enabled NHS Blood and Transplant (NHSBT), the UK’s blood and organ donation service, to save the NHS about £80m a year.

“

e have done that by creating a very clear sense of what the supply chain is, then using digital services and continuous improvement techniques, we have been able to reduce costs and effort. This has created more time to care,” explains Ian Trenholme NHSBT Chief Executive, who will be speaking at the Digital Healthcare Show. A recent example has been an investment in iPads for specialist organ donation nurses. The technology reduces a 70 page paper form to an app which enables those nurses to more easily talk to families about consenting to organ donation. A similar investment is now being made in the blood management system.

“This isn’t about the IT department building

a flashy website. What we do is constantly benchmark and review the performance of each aspect of the supply chain and ask - would a digital service improve safety and efficiency? And if it will we will build a digital service for that area,” says Mr Trenholme.

The Special Health Authority is currently investing in a £50 million IT programme to move all its data centres and services into the cloud.

“What

that means is if we want to make changes we will be able to make them quickly and we will not be reliant on third-party specialist systems in the way that we used to be,” says Mr Trenholme.

Digital services enable staff to try something, launch it quickly and assess the performance of individual campaigns. Sometimes this has resulted in unexpected success – for example an app launch a few years ago, which they had modest expectations for, took off and quickly gained one million users.

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D SP I G EA ITA KE L R

NHSBT has also experimented with push messaging and found that it is more effective than television or any other form of advertising to deliver additional donors when they are needed for particular sessions. The authority is also making effective use of social media to promote the service and has introduced a text based service which informs people when their donated blood is shipped and where it is being sent.

“People will retweet that and say, look what

I’ve done – that is fantastic free marketing. We find there is an uptick in the booking process at the time that those texts go out. That involved a £40,000 investment in connecting a text machine to our database and it has proved to be the gift that keeps on giving in terms of advertising.”

“We

are always thinking up new ways of being more effective and productive,” says Mr Trenholme.

Ian Trenholme, Chief Executive, NHSBT Ian Trenholme will be speaking in the Digital Healthcare Transformation Theatre 1 on Wednesday 28th 2017, 10:25 -10:55. Find out more by visiting http:// www.digitalhealthcareshow.com/ conference-programme

5 NEW CYBER-SECURITY SESSIONS ADDED SEE THE FULL CONFERENCE PROGRAMME ON PAGE 7

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#healthpluscare 28–29 June 2017 | ExCeL London

HEALTH+CARE 2017 PROGRAMME KEYNOTE THEATRE

Get your Grab&Go breakfast at stand R30 at 8:40 on Wednesday 28th June

WEDNESDAY 28 JUNE 2017 08:50 09:00

Opening and Welcome to Health+Care 2017 Chair: Dame Ruth Carnall, Managing Partner, Carnall Farrar Ltd, Former Chief Executive, NHS London

09:00 09:45

Standing on a Burning Platform: How do we move further, faster towards Sustainable Health and Care? The Rt Hon Stephen Dorrell, Chair, NHS Confederation and former Secretary of State for Health Sarah Pickup, Deputy Chief Executive, Local Government Association Rob Webster, Lead, Harrogate and West Yorkshire STP, Chief Executive, South West Yorkshire Partnership NHS Foundation Trust David Smith, Lead, Buckinghamshire, Oxfordshire and Berkshire West STP, Chief Executive, Oxfordshire CCG John Henderson, Chief Executive, Staffordshire County Council

10:10 10:55

11:25 11:55

12:50 13:20

Lunch + Learn 13:20 14:20

Big Conversation: How do we embed mental health in whole-system transformation? Claire Murdoch, National Mental Health Director, NHS England, Chief Executive, Central and North West London NHS Foundation Trust Professor Tim Kendall, National Clinical Director for Mental Health, NHS England, Consultant Psychiatrist for the homeless, Sheffield Health and Social Care NHS Foundation Trust Joe Rafferty, Chief Executive, Mersey Care NHS Foundation Trust Paul Farmer, Chief Executive, MIND Steven Gilbert, Serious Mental Illness Living Experience Consultant Taking Charge - devolution, the population and integration Warren Heppolette, Executive Lead – Strategy and System Development, Greater Manchester Health and Social Care Partnership Healthcare Safety Investigation Branch Keith Conradi, Chief Investigator, Health Service Investigation Branch and former Chief Inspector of Air Accidents, UK’s Air Accidents Investigation Branch Making a difference: successful innovation inside the NHS Meldrum Duncan, Founder, Curious Industry Ltd Dr Penny Newman, Medical Director, Norfolk Community Health and Care NHS Trust, NHS Innovation FREE Accelerator (NIA) Fellow, UCLP, LUNCH PROVIDED NHS England, AHSN Network

14:20 14:50

Keynote Address Matthew Swindells, National Director: Operations and Information, NHS England

14:55 15:25

From Primary Care to Accountable Care: Challenges and Solutions Dr Martin McShane, Medical Officer, CMO Clinical Delivery David Sharp, Senior Vice President, Growth Strategy

15:50 16:20

NHS RightCare and the shift to better value healthcare Professor Sir Bruce Keogh, Medical Director, NHS England Professor Matthew Cripps, National Director, NHS RightCare

16:25 16:55

Our journey to value-based care and the role of population health management Dr Robert Groves MD, Vice President, Health Management, Banner Health & Chief Medical Officer, Banner Health Network

17:10 17:55

Closing Keynote: Reconfiguring acute hospitals: Overcoming the barriers Professor Andy Hardy, Chief Executive Officer, University Hospitals Coventry and Warwickshire NHS Trust and Lead, Coventry and Warwickshire STP Andy Williams, Lead, The Black Country STP, Accountable Officer, Sandwell and West Birmingham CCG David Evans, Chief Executive Officer, Northumbria Healthcare NHS Foundation Trust

THURSDAY 29 JUNE 2017 08:50 08:55

08:55 09:35

10:10 10:55

What do we demand from the new government? Niall Dickson, Chief Executive, NHS Confederation Cllr Izzi Seccombe, Leader, Warwickshire County Council and Chair, Local Government Association Community Wellbeing Board Imelda Redmond, CBE, National Director, Healthwatch England

Regulating a System Sans Frontiers: Keynote address by Sir David Behan, Chief Executive, CQC, followed by panel discussion with system-leaders Sir David Behan, Chief Executive, Care Quality Commission Dr Wendy Thomson, Managing Director, Norfolk County Council, Lead, Norfolk and Waveney STP Dr Phil Moore, Deputy Chair (clinical), NHS Kingston CCG, and Chair, NHSCC’s Mental Health Commissioners Network Keynote Address Jim Mackey, Chief Executive, NHS Improvement

12:00 12:30

Transforming the NHS: how acute services are being reformed in Greater Manchester Leila Williams, Chief Executive, NHS Transformation Unit

Lunch + Learn 13:20 14:20

14:20 14:50

16:00 16:40

Keynote Address: The challenges of leading a local health and care system Angela Pedder, Lead CEO, Wider Devon Sustainability and Transformation Plan Diabetes Service Redesign: Derby Shared Care Service – what have we learned? Dr Iskandar Idris, Associate Professor in Diabetes and Vascular Medicine, University of Nottingham and Honorary Consultant FREE LUNCH Physician, Derby PROVIDED Teaching Hospital Keynote Address Louise Watson, National MCP Programme Lead, NHS England

10:00 11:15

11:45 13:00

14:20 15:45

Key Enablers for Change: Getting the governance right for transformation Andy Williams, Lead, The Black Country STP, Accountable Officer, Sandwell and West Birmingham CCG Richard Samuel, Lead, Hampshire and Isle of Wight STP; Chief Officer, Fareham and Gosport CCG, South Eastern Hampshire CCG; Board Member, NHSCC Laura Latham, Stockport Together MCP Vanguard Neill Bucktin, Director of Commissioning, Dudley MCP Nick Hulme, SRO, Suffolk and North East Essex STP Sam Burrows, Director of Strategy, Berkshire West Accountable Care System

16:15 17:30

Partnerships, Power Struggles and Risk-Taking Across STPs: How to work together for the greater good Dr Sukhdev Singh, GP and Partner, Modality Partnerhip Dr Al Mulley, Managing Director for Global Health Care Delivery Science, The Dartmouth Institute Antony Tiernan, Director of Engagement and Communication, New Care Models Programme – Five Year Forward View

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Supporting primary care at scale by persuading the workforce to work differently A network of GP-led teams called Teams Without Walls is helping Dudley Multispecialty Community Provider put people at the heart of integrated primary care based health and care services.

his is part of the MCP’s vision of creating wholescale innovation and transformation around the shift of services from hospital into the community. The Teams Without Walls, which work across health and care professions, are providing services in the community which help to improve patient outcomes and keep people out of hospital. Closely linked health and care services are now based around GP practices, which allow easier access to care that is consistent and better coordinated. Patients are supported by a wide ranging team made up of a GP, community nurse, social worker, mental health worker, voluntary sector worker and other specialists. Better skill mix is enabling other professions such as pharmacists to take the pressure off GPs and five locality link workers now work with the voluntary sector to help people who are socially isolated. Consultants such as diabetologists, paediatricians, geriatricians and rheumatologists, are moving some of their clinics into the community. Stephanie Cartwright, Director of Organisational

Development and Human Resources, Dudley CCG, who has been leading this work, says: “Supporting primary care at scale is about how you build the health and care system around primary care so that the hospital part of somebody’s treatment becomes part of their journey, not the main thing.” To achieve the transformation in care the workforce has had to learn to work in a different way. “What we have achieved so far has been done through an organisation development approach and by winning hearts and minds. We have done a lot of patient engagement around what people want, how you move services around and how you get people working together.”

“Having

people employed by different organisations can create barriers and walls. This is about how you pull everyone together regardless of who people are employed by. You put the person at the centre and get them working for that goal. Being part of the Vanguard programme has given us the freedom and flexibility to make the necessary changes.”

“We have got a workforce that is very difficult to recruit so we have been trying to build something that will make us an employer of choice. Staff are our greatest asset so we want people to come and work for the MCP because it is creating an environment where people can work effectively to look after their patients as a team,” says Ms Cartwright. One of the challenges has been maintaining people's health and well-being while rearranging

Stephanie Cartwright, Director of Organisational Development and Human Resources, Dudley CCG services around them.

“Some

people will always struggle with change but that's not a reason not to do it. What you have to do is work with those people to help them see the greater benefits of working in a different way. We use a lot staff champions to do that because our staff are the strongest advocates of this model. They will sell what we are doing to their colleagues much better than I will. They can explain how the changes are actually making a difference to what they do on a day-to-day basis.”

“It’s

the difference that you can make to people’s lives that spurs you on. That’s what we are here for - it’s not about structures and organisations, it’s about building services around the patients who are the people we are here to look after,” says Ms Cartwright.

Stephanie Cartwright will be speaking in the Transforming Primary Care Theatre on Wednesday 28th June 2017 as part of the panel discussion, with Maria Howdon from Thanet Primary Care Home rapid test site, from 16:40 – 17:30. There are only 400 complimentary passes remaining, secure your complimentary pass to attend Stephanie Cartwright’s session at Health+Care and get complete access to all 18 theatres including the new Digital Healthcare Show: www.healthpluscare.co.uk/paper or call 0207 013 4671

Healthier Together: The story so far The biggest reorganisation of NHS services seen in decades is in full swing across the country. In Greater Manchester devolved powers over the health and social care budget will put patients and communities in the driving seat when it comes to choices that affect their lives.

s part of health and social care reform in the city region, the NHS Transformation Unit has secured a commission to support the standardisation of acute and specialised care.

case study on the work the NHS Transformation Unit has done so far is below.

The NHS Approach

The Client

Working in close partnership with clinicians we developed a model that will provide the right care, at the right time, in the right place. We developed an option appraisal and decision making process in line with assurance requirements and statutory duties. This included:

Healthier Together was established by the 12 Greater Manchester CCGs, covering 10 Local Authorities, eight acute hospital providers and 10 in scope hospital sites. The programme now falls under Theme 3, Standardising Acute and Specialised Care, of the Greater Manchester Health & Social Care Partnership programme for Health & Social Care reform.

The Challenge

It’s well placed to do so, because the NHS Transformation Unit - an independent, notfor profit, NHS-owned consultancy - has already led on a number of high profile projects, including the trailblazing Healthier Together programme.

Currently Greater Manchester has 10 hospitals providing both secondary care and the highest level of care for A&E, Acute Medicine and General Surgery. This means our Consultant General Surgeons and Emergency Medicine Consultants who are needed are spread thinly across our hospitals.

Chief Executive, Leila Williams is leading a workshop at Health Plus Care. Leila will be focusing on the experiences and lessons learned from Healthier Together and looking to the future of acute service reform in Greater Manchester.

As a result our Greater Manchester hospitals are not always able to provide the best care every time. Commissioners wanted to remove the variations in the quality of care and ensure that services are high quality, safe and accessible, for all.

Leila will cover planning and making the case for major transformation; developing new clinical standards and models of care, the importance of engagement and consultation and how to approach implementation.

The Transformation Unit was asked to design a robust case for change and an innovative future model of care for specialist A&E care and emergency general surgery (abdominal surgery) in order to deliver a step change in quality of care. The ultimate aim is for Greater Manchester to have the best health and care in the UK, to deliver better patient outcomes and experience and make best use of its specialist workforce.

The Healthier Together programme was a starting point for the transformation of acute services in Greater Manchester and a

Transformation

Unit’s

• Designing the programme approach and timelines • Co-designing first class quality and safety standards in partnership with clinicians • Designing and managing programme governance including 12 boards and subgroups • Undertaking comprehensive leadership development with CCGs • Managing a complex stakeholder landscape with over 100 key stakeholders • Undertaking clinical engagement across Greater Manchester • Developing a comprehensive preconsultation business case • Designing and managing a 15-week public consultation, with more than 29,000 responses received • Developing a Decision Making Management report and business case, alongside supporting the CCG Committees in Common through the decision-making phase • Managing and successfully navigating assurance and legal processes including assurance by NHS England • Successful defence of a High Court judicial review

Outcome In July 2015, the Healthier Together Committees in Common took a unanimous decision and named the four single hospital services that will be formed across Greater Manchester. This means as the Healthier Together programme is implemented, standards in all hospitals will improve through consistent consultant presence in A&E and Acute Medical wards 12 hours a day, seven days a week. We anticipate that concentrating our specialist resources to treat those patients at highest risk will mean up to 300 fewer deaths each year once the four single services have been implemented.

Come and listen to Leila Williams speak In the Keynote Theatre from 12.00-12.30 on Thursday 29th June and discover how our expert team can help you. We look forward to seeing you at Health Plus Care 2017. Discover more: http://www. transformationunitgm.nhs.uk/ SEE US ON STAND R55

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Patient-centred care: can our workforce deliver? The pressure to reform the NHS is mounting. The NHS is halfway through the Five Year Forward View, and with ‘sustainability’ and ‘transformation’ very much at the top of the agenda, it is invariably looking to the workforce to understand how to deliver some of the changes being proposed.

ver-decreasing budgets and pressure on staff to do more with less are just two of the hurdles it must navigate. So, how does it move forward? We believe Accredited Registers could be part of the solution - set up in 2012 by the Professional Standards Authority, as a Government-backed programme of ‘consumer protection’ for

occupations not regulated by law. There are over 80,000 practitioners on 23 registers working in 30 occupations – a varied, flexible workforce, yet one with which many are not familiar. We vet all registers against eleven standards including appropriate education and training, managing risk and complaints effectively and fairly, and showing commitment to public protection. The Accredited Registers workforce deliver mental health provision for adults and children as well as working in complementary medicine, foot health, public health and many other fields. They work in a variety of settings: private practice, in the NHS, employed by local authorities or as volunteers for charities delivering health and care services. It’s this attribute that makes them a potential

‘plug’ for the workforce gap in the NHS and social care. We’re all being asked to think differently about services are delivered and to challenge old conventions that are system-centred, not patient-centred. A flexible workforce is ideally suited to delivering patient-centred, holistic care. By drawing on skills as and when they’re needed from professionals who are already used to working in this way and who have been carefully vetted, meaning that patients could get treatment when and where they need it. The programme is recognised by a range of organisations including the Department of Health, NHS Choices, NHS Employers and Health Education England. What’s more, the General Medical Council recommends to doctors that they refer to Accredited Registers if the referral cannot be made to another doctor

or professional who is registered with one of the nine statutory regulators. Accredited Registers clearly offers commissioners and employers a new avenue to explore and addresses the challenge of how to stretch the existing workforce to fit new models of care. So, back to the original question: can our workforce deliver? It remains to be seen how we choose to structure that workforce, but with Accredited Registers ready and able to plug the gaps, there’s no reason why we can’t all be ambitious for the future.

To find out more about Accredited Registers visit http://www.professionalstandards.org.uk/what-we-do/accredited-registers To have your say, why not visit us at Health+Care 2017 on Wednesday 28 June at 3.50pm in the Transforming Primary Care Theatre? Our panel of speakers will discuss the workforce gap dilemma and how Accredited Registers can help.

Diverse cultures Executive Leaders and their teams across the UK are being tasked to work more collaboratively to produce better economies of scale that’s the truth.

hether it’s the New Care models, STP footprints or the devolution deals which at best include integration of local health and social care resources, integration of local employment services, and; design of a national work and health programmes. Leaders are being mandated to find ways to deal with ever tightening budgets. These are immense responsibilities that require high-performing leadership and highly effective teams, who can provide best value services in the right place, at the right time and still maintain high productivity and profitability.

who understands the issues faced by leaders and is passionate about making a difference. Diverse Cultures high-performance training and coaching is a new advanced approach helping both corporate and business leaders everywhere in the UK to: • Establish collaborative leadership and develop clear positioning transferable skills. • Create energised teams that foster and clear innovation through high productivity. • Maintain strong leadership, influence and courage. Services provide are: • 12 Session Advanced Coaching offering One to One Coaching or Group Coaching • Corporate and Business Coaching Workshops • Tailored leadership training

Diverse Cultures Ltd is an innovative company offering CPD Standards accredited corporate and executive coaching and advanced high-performance training and coaching programmes for Corporate and Business Leaders and their teams. The company was established in 2016 by Amina Chitembo, a public-sector senior manager with multi-sector experience

Contact Diverse Cultures now, to book a free strategy call. Spots at the Exhibition are filling up quickly. Don’t miss a chance to see what they can do for you. T: 0333 355 3601 M: +44(0)7447 669 200 Support@diverse-cultures.com www.diverse-cultures.com SEE DIVERSE CULTURES ON STAND Q80

The challenges surrounding patient data sharing A two year project called Understanding Patient Data has been launched by the Wellcome Trust to support better conversations with the public about the use of their health information.

ur starting point is that it’s incredibly important to be able to make better use of patient data to deliver better care, improve our health, better services across the NHS,’ explains Nicola Perrin, Wellcome Trust Head of Policy, who is leading the work.

“We can only do that if the public, patients and healthcare professionals have confidence in how data is used and understand more about the safeguards that are in place to protect patient confidentiality. There needs to be much more transparency.” Research by the Wellcome Trust last year found that only a third of people felt they had a good understanding of how the NHS uses patient information. People said they were generally comfortable with anonymised data from medical records being used for improving health, provided there is a public benefit, but many were uncomfortable with the idea of companies accessing their health data. They had particular concerns about information being passed on for marketing or insurance purposes. Other studies have shown that the more information people have, the more comfortable they are with data being shared more widely. A website called Understanding Patient Data has been launched to help healthcare professionals talk to patients about the uses of their health data. It provides objective evidence about: how and why data can be used for care

Nicola Perrin, Head, Understanding Patient Data and research; what’s allowed and what’s not allowed; what options patients have and how personal information is safeguarded. It also explains why it is important to get the language right, using words that are accurate but also clear and meaningful and there are case studies explaining the wide range of ways that patient data is used to improve care. In addition to the website the project will be using advocates across different communities who will be able to make the case for the responsible use of data and to share examples of best practice. There are also plans to develop a series of animations explaining what happens to patient data in the NHS.

“This project is about having a dialogue and discussion with patients, it isn’t a top-down message saying to them you must let your data be used. The aim of this work is to help people feel more comfortable about sharing their data,” says Ms Perrin. Nicola Perrin will be speaking in the Digital Healthcare Transformation Theatre 1 on Wednesday 28th 2017, 15:15-16:15. Find out more by visiting www.digitalhealthcareshow.com/ conference-programme

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Can a robot run your Single-Point of Access? Try not to think of a robot from Star Wars, rather think of software that supports administrators and clinicians by removing ‘grunt work’ and, increasingly, by supporting decision making through Machine Learning. Josh Murray of psHEALTH looks at how new technologies can reduce cost and ensure that the right patient gets to the right place first time.

SPA Challenges The use of single-point of access or triage hub is increasingly recognised as critical if you are looking to get the right patient to the right place. Whether your SPA is a physical or virtual hub and works for an acute trust, a community service or provides referral management on behalf of a CCG or ACO, the purpose and challenges remain the same. How do you safely and quickly make sure the patient is sent or referred to the right destination? Ensure that your policies are consistently implemented? Deliver timely and relevant management information? How do you minimise admin cost?

Removing repetitive, thankless admin tasks Admin staff are often bogged down in checking incoming referrals for completeness, managing incoming emails, re-keying or

copying & pasting information between systems (and a few excel sheets). This is time consuming, sometimes complex, almost always repetitive - perfect for a ‘robot’. Software can now automatically capture referrals (from e-RS, email or even fax) and extract relevant information. With new intelligent form reading capabilities, the software can automatically extract patient details, referral reasons, check for red flags and only escalate to a user if something is not quite right. Studies have shown this type of software doing the job 5 to 10 times faster than admin staff. It needs no break and, if instructed properly, will not make silly mistakes. What the software can’t do is have a friendly call with a patient, but it can free that person up from thankless tasks to have that call.

Helping make better, more consistent triage / referral decisions A combination of Decision Rules and Machine Learning, a branch of Artificial Intelligence, has now become an important tool to help triage of referrals. At a simple level, Machine Learning is able to identify and sort documents, think about a referral with five attachments, how do you identify the referral letter and attached blood tests? By applying Rules it now becomes possible to present the referral to the right clinician, maybe an Extended Scope Practitioner for MSK or send it to administrator because a template is missing, or even automatically send it back to the referrer with relevant advice. Increasingly Machine Learning can help us make better decisions, by learning from patterns and Algorithms it can provide

recommendations based on multiple data sources, including travel distance, outcomes, wait-times and even costs. Increasingly we must enable the patient to engage with the process and show them the basis for recommendations.

Where humans are happy and productive? Interacting with patients Just a few weeks ago Jason Sims, psHEALTH’s Product Manager, and a keen advocate of Automation and Machine Learning spoke at a conference on the topic in San Francisco.

“We are excited about the potential, but this is not about removing the human aspect from healthcare, it is really about maximising the time administrators and clinicians have to make a direct, positive impact on patients.”

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Our mission is to develop software that enables better healthcare at a lower cost. Our Advanced Referral & Triage (ART), Care Coordination and Robotic Process Automation solutions help clinicians, administrators and patients by improving workflow, integration and automation. For further details contact Josh.Murray@pshealth.co.uk visit www.pshealth.co.uk or call 08450 50 50 120.

Technology enabled home care start-up aims to transform social care An aspiring new home care start-up is using technology and digitalisation to deliver more efficient, high quality services.

O “

ur ambition is to transform the social care sector in this country,” says Dr Mahiben Maruthappu, co-Founder of CERA.

A junior doctor and adviser on innovation to NHS England, Dr Maruthappu says CERA is an efficient, streamlined end to end digitalised and automated platform which is able to cut out the middleman. Digitalisation enables them to match care workers to those who need care based on where they live, what type of care they need and when they need it. All their back office operations are automated and care workers are equipped with iPads to make notes digitally. This improves the efficiency of handovers and transparency of records for families and other healthcare workers. CERA recruits all its care workers directly online, their cheap and efficient running costs enable them to pay a higher rate and invest in training. This attracts the very best recruits and improves the quality of their service. They also partner with a number of other technology enabled companies to provide additional services such as an on demand

transport service and a medical courier service which delivers medicines direct to a client’s door within the hour. This enables them to be a one stop shop for all their clients’ needs. Launched in November last year, they have already developed partnerships with 10 NHS organisations providing home care services for older people. They are currently focusing on delivering a comprehensive holistic service in London but plan to expand out to other cities and provide services for people with other conditions as well.

D SP I G EA ITA KE L R

“If

you look at social care in this country it’s experiencing a number of challenges. The sector is extremely fragmented. There are thousands of home care providers who are largely offline, quality is a real issue, many care providers are struggling to survive and the NHS has a problem with getting people out of hospital.”

“Our aim is to deliver a higher quality, more

efficient service using technology which enables us to afford a much narrower profit margin than other care providers. We offer safe, efficient, and transparent care. We also provide very fast care and at the moment speed, or lack of it is a real problem in the sector. We are passionate about quality and believe in designing around the needs of our users and our care workers,” says Dr Maruthappu. Dr Marathappu will be giving a talk to the Digital Healthcare Show about how the NHS can embrace technology and how to overcome the barriers that prevent the spread of innovation.

Dr Mahiben Maruthappu, co-Founder, CERA

Dr Mahiben Maruthappu will be speaking in ther Smart Health Theatre on Wednesday 28th 2017, 10:30 - 11:00. Find out more by visiting www.digitalhealthcareshow. com/conference-programme

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Introduction: The Next Era of Health Care Population health management as a concept made an early appearance in 2003 when David Kindig and Greg Stoddart defined it as “the health outcome of a group of individuals, including the distribution of such outcomes within the group.”

oday the term population health management has become nearly ubiquitous. It encompasses the proactive application of strategies and interventions to defined groups of individuals for disease management and prevention (e.g., people with diabetes, cancer patients with tumor regrowth, and the elderly with multiple comorbidities) to improve health while moderating costs. Population health management sits at the center of the transformation of the health care system in the U.S. and many other countries. The U.S. adoption of population health management is largely being driven by changes in the approaches to provider reimbursement. Through various pilots, state level efforts to collaborate with health organizations have shown promise toward improving patient engagement within communities. At the federal level, the new administration is advocating for a repeal of the Affordable Care Act, while value-based reimbursement is expected to continue with broad bipartisan and industry support. While there are differences between the U.S. and health systems globally, there are commonalities to take note of across population health management strategies. Sue Wells, Chair of Wirral CCG, and David Allison, Chief Executive of Wirral University Teaching Hospital NHS Foundation Trust discuss the efforts of the Wirral health system to manage the care and health of citizens in the Wirral peninsula. Like the U.S., England has embarked on a journey to accountable care through its Five Year Forward View strategy and work to establish new care models in the health and care system. The Wirral’s efforts require the integration of health and social care and coordination of care across all providers in the region and has been a noteworthy example in engaging with patients/citizens; taking an open and transparent approach and acting on feedback received from stakeholders.

Wirral’s Journey to Population Health Traditionally, England has been on the forefront of innovation and medical discovery. As a country, our history includes pioneering a variety of scientific discoveries such as antibiotics, vaccines, hip replacements and groundbreaking discoveries from the circulation of blood to the DNA double helix. Innovation in the 21st century has revolved around information technology and, like many Western health care services organizations, the Wirral health economy has consistently strived to provide better patient care by embracing this digital movement. In the early 90s, Wirral recognized the need to shift to electronic patient records; this has resulted in the Wirral having a highly digitized health and care services spanning social care, mental health, community services, general practitioners (GP) and acute hospital. This investment has enabled Wirral residents to have improved health and care services due to this extensive birth to death records, improved data analysis and quality. Yet the rising burden of managing chronic diseases such as diabetes, obesity and hypertension has necessitated a radical shift in how we think about our patients health

and wellness. The siloed and reactive way of treating patients is no longer a sustainable model of health care. In the summer of 2013, local leaders of health and social care on the Wirral came together and agreed to work in partnership to develop a health and social care strategy called “Vision 2018,” known now as Healthy Wirral. Our vision for the future of Healthy Wirral is to achieve a truly joined up, efficient and informed patient- centered journey based on secure, real-time patient data. That vision is population health management.

“The siloed and reactive way of treating patients is no longer a sustainable model of health care.” The old model of care In England, the National Health Service (NHS) is quite fragmented in its buying and care service provisions. Similar to other parts of the world, England shares concerns of an aging population, a rise in long-term conditions and increasing patient expectations on the standard of care. Those challenges are coupled with health and social care organisations that are under significant financial pressures since the economic downturn, and restrictions to those services are adversely affecting the health and care sector. In addition, payment reform and the move to outcomes-based commissioning has presented a huge challenge to all parts of the health and social care system; the increasing financial constraints and deficits in all parts of the care system hold individual organizations accountable for the old model of care as they try to put the new model in place.

A new model of health care in England In 2014, when the NHS published its Five Year Forward View campaign under the new leadership of Simon Stevens, we saw an opportunity to deliver more coordinated care for patients throughout the borough. This new model for health and social services would give GPs, hospital clinicians and community based clinicians the opportunity to work together by strengthening primary and out of hospital care. For patients, it meant services working together resulting in a more streamlined, holistic approach. Moreover, it empowered patients to become more in control of their own health. Dr. Evan Moore, former medical director at Wirral University Teaching Hospital, explained it best:

“Our vision for how health care should work in Wirral is actually quite simple. We believe that everyone who lives here should have access to the right care, in the right place, at the right time of life, in a way that suits them, and supports them to stay in good health throughout their lives. The status quo for the way we deliver health care in Wirral is quite simply unsustainable. Too many people come into the hospital who don’t need to. This puts unnecessary pressure on our services, is really expensive, and most importantly, isn’t the best way to care for many people.” As part of the Five Year Forward View, the NHS reviewed applications from individual organizations and partnerships interested to serve as “vanguards.” Vanguards take the lead on developing new care models that will influence the future direction of the NHS and care services. When the NHS chose Wirral to be one of 29 national vanguard schemes for the NHS’s new care models and to move to value-based care in

the NHS, we knew we could make real, lasting changes in how we manage communities’ health and care across Wirral. But in order to be patient-centered, we had to better understand the population we served, and that began with listening.

The New Models of Care campaign From previous experience in service redesign, we knew that engagement with the community was key. We held multiple stakeholder events and surveyed Wirral residents to determine what most mattered to them in health and social care, and the message was loud and clear: people wanted accessibility, a high quality experience, and integrated, joined-up services from their care providers. Of course, all major service redesigns also require developing a strong trust with the community. That trust begins with educating citizens and being completely transparent in how the health and care data would be shared and used across these multiple organizations.

Sue Wells, M.D. Chair, Wirral Clinical Commissioning Group Wirral, United Kingdom Dr. Sue Wells has been a general practitioner (GP) in surgery on Wirral for 30 years, where she continues to practice. She was previously medical director and now holds the role of chair of NHS Wirral Clinical Commissioning Group. As a GP Sue was involved with activities for the Royal College of GPs in Mersey faculty and nationally over nine years.

To maximize our reach, we developed a multichanneled campaign led by the Healthy Wirral’s medical director that included web based sources such as a dedicated website and YouTube videos. In addition, we used traditional venues such as newspaper announcements and leaflet drops to all households while coupling that with face-to-face interactions that included patient forums and staff meetings. Within eight weeks of the campaign, 37 out of 52 GP practices were on board; this number far exceeded our initial expectations. In addition, only 515 patients (0.2 percent of the population) opted out of the record sharing.

“Trust and transparency are key to ensuring maximum engagement with the community.” We implemented a secure and seamless population health management system, the Wirral Care Record, that, in the near future, will house all the patients records from across the five different health and care organizations providing primary care, social care, mental health services, community care and acute care. At this stage, we’ve designed and developed five initial health registries, focused on adult diabetes, children’s diabetes, adult asthma, children’s asthma/ wheezing and chronic obstructive airways disease, which reflect all of the measures needed to maintain good health for patients with these chronic conditions. In addition to these disease registries, we’ll soon look forward to focus on mental health, wellness and fitness across the Wirral population.

Moving forward While our journey to population health management is still in its early stages, we are already piloting a model of integrated care through our Healthy Wirral health economy collaboration program. From our initial public engagement, we learned a crucial insight; trust and transparency are key to ensuring maximum engagement with the community, both patient-side and with GPs. At Wirral, we recognized that our patients and their GPs have a trusted relationship, and we needed to ensure both parties that their data would be not only secure but also beneficial to their overall well-being and care. Without those factors, we would not have had our initial successes in this evolving process.

The future of population health In September 2016, the NHS chose Wirral University Teaching Hospital NHS Foundation

David Allison, Chief Executive, Wirral University Teaching Hospital NHS Foundation Trust Wirral, United Kingdom David Allison joined Wirral University Teaching Hospital NHS Foundation Trust as chief executive in April 2012 having formerly worked as chief operating officer for a major trust in the North East of England. As an experienced leader, he has a record of delivering enhanced performance and introducing significant developments within an acute hospital setting.

as one of 12 (now 16) Global Digital Exemplars (GDEs) across the country. Selected trusts have to show comprehensive use of electronic health records (EHR), information sharing across the local health care system, and robust data security. Being a GDE allows us to use our insights to help others in the NHS learn from our experiences in population health management and new care models. In addition, we are now in a position to help share our best practices and help train colleagues in digital skills. While we have made great gains in moving individual health and care services to EHRs and embracing the digital revolution, we won’t stop there. The new model of health care requires that communities and organizations work together to achieve sustainable partnerships through interoperability. Our ambition is to empower our patients by providing them access to their health and care data, coordinating care, and using shared data to promote health and wellbeing, moving away from reactive intervention. Effective and seamless communication between services will not only improve how we provide care but more importantly, it will ultimately extend and improve the lives of our patients.

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Transforming community services Pebble Mill was once famous for its television studios in Birmingham. Fast forward to 2017 however, and the old BBC site has been demolished. In its place stands the first integrated Dental Hospital and School in the UK to have been built in 40 years.

irmingham Dental Hospital, opened by Her Majesty The Queen in 2016 is part of the diverse portfolio of services run by Birmingham Community Healthcare NHS Foundation Trust. And the new hospital is one of the first examples the Trust’s Directors of Strategy and Transformation cites to illustrate efforts to integrate physical and mental healthcare. Lorraine Thomas explains that one of the Trust’s Dental Consultants adopted a highly innovative approach to dealing with the nervousness that many patients experience before dental treatment.

“They worked in partnership with one of our learning disability psychologists and jointly developed a programme of care based on cognitive behavioural therapy, supporting people who have real anxiety about going to the dentist,” she explains. “A developing integrated physical and mental health pathway in each of our services is something we look to embed across the spectrum of care we provide.”

A key theme of both the Five Year Forward View and the Next Steps document published earlier this year, the need to provide ‘parity of esteem’ to physical and mental healthcare is one of our hey strategic priorities. Birmingham Community Healthcare’s leadership team is proud of its track record of forging strong local partnerships in order to better meet the needs of the very diverse range of communities it serves.

“The basis of our organisation – the values, the strategies, the vision, the mission –is delivered through integration and partnership working,” adds Lorraine. Since 2015 the organisation has been a key partner in the Transforming Care Together (TCT) programme – a formal partnership with Black Country Partnership Foundation Trust and Dudley and Walsall Mental Health Trust. The programme aims to deliver real benefits for the population we serve, in particular, providing integrated physical and mental care pathways and new models of care across a wider geographical footprint.

Birmingham Community Healthcare Foundation Trust also is a partner across two sustainability and transformation plan (STP) footprints – Birmingham and Solihull, and Black Country – and is also a partner within the regional MERIT plan (Mental Health Alliance for Excellence, Resilience, Innovation and Training).

“As an organisation we are well placed to work in partnership across the West Midlands region” emphasises Lorraine. “We’re well placed to support the development and delivery of the local and regional system wide new models of care.” Ms Thomas is leading the transformation and redesign work stream of TCT programme. “Our approach to transformation and redesign is always clinically-led and managerially supported”. Our approach is to ensure that we proactively engage as well as clinicians, all key stakeholders including patients and the public.

or Liz Mear, who heads up the Academic Health Science Network (AHSN) for the North West Coast, spreading innovative ways of working in health is key to improving patient care and driving efficiencies in our digital age. There are currently 15 Academic Health Science Networks across England, which aim to bring together businesses, the NHS and partner organisations in order to improve health and boost economic growth in the sector.

“The reason for our creation was the increasing

demand on healthcare – and a system that was too busy to look for alternative ways of working. We are connectors, bringing together health providers and innovators and we are tasked with accelerating the pace of change,” she notes. The AHSNs cover populations of between three and five million residents, she explains, and link the NHS, local authorities, universities and industry to improve the quality of care for these residents. After more than four years in existence, AHSNs have achieved fantastic results. Mear shares that over six million patients have benefited from the initiative, more than 200 innovations have been introduced to healthcare through AHSN efforts, and more than 11,000 locations are actively developing innovations supported by AHSNs.

Mear cites the incredible impact the initiative has had on reducing strokes caused by atrial fibrillation, or irregular heart rate. In the year 2015-16, estimates show that AHSNs prevented a stroke a day, equating to 365 lives and saving the NHS around £8.5 million.

well as helping to spread technologies and other products, we provide expertise and organise collaborations in patient safety and improvement, helping organisations to get ready for innovation through culture change, leadership and other learning programmes,” she adds. Looking forward to the future, Mear suggests there are challenging times ahead for healthcare, but AHSNs will be able to help health partners identify innovations to make efficiencies as part of their transformation plans.

“We are involved in the NHS Test Beds which

are trying out new ways of delivering care, with new technologies; and we are helping the NHS Global Digital Exemplar trusts to make the most of the opportunities they have to build on their excellent digital programmes – for the widest possible benefit, beyond their own boundaries,” she says. Mear believes there is huge potential for AHSNs going forward. “We want to help the population take more control of their own care – using apps, self-care tech at home and having access to their medical records. The aim is to reduce the

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“It’s vitally important to build strong partnerships, and make sure you engage you clinicians every step of the way,” she argues.

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“No organisation on their own can make these changes.”

D SP I G EA ITA KE L R

In 2016-17, in one region alone, 256 strokes were prevented when atrial fibrillation was identified through the use of portable ECG monitors. Mear explains that the role of the AHSNs was to introduce the tech and produce supportive tools for health professionals such as an AF dashboard and a toolkit for staff. She expects that this particular project will have saved around £5.6 million.

“As

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Asked for her thoughts on how best to enable transformation, and greater alignment between physical and mental wellbeing, Lorraine points to the value of this kind of engagement.

Improving patient care in the digital age For Liz Mear, who heads up the Academic Health Science Network (AHSN) for the North West Coast, spreading innovative ways of working in health is key to improving patient care and driving efficiencies in our digital age.

There are only 400 complimentary passes remaining, secure your complimentary pass to attend Health+Care and get complete access to all 18 theatres including the new Digital Healthcare Show: www. healthpluscare.co.uk/paper or call 0207 013 4671

IC24 Integrated Care 24 (IC24) is a gold social enterprise, delivering high quality urgent care services across a wide geographical area. We provide services such as the ‘gateway’ to care NHS 111, GP-led out of hours, GP-led health and walk in centres, pharmacies and Nurseled care within the Health and Justice setting.

e provide care to around 8 million patients across North Essex, South Essex, Norfolk and Waveney, Kent, Surrey and Sussex and Northampton. Our four NHS 111 service contracts are currently the top 4 best performing NHS 111 services in England.

Liz Mear, Chief Executive, The Innovation Agency pressure on the health and care system and to empower people.” She concludes: “We want to achieve improvements in healthcare in hospitals, nursing homes and care delivered in patients’ homes – and we know that by involving residents, charities, businesses and academics in coming up with the solutions, we will create a sustainable NHS.”

We are proud that the rigorous, independent assessment of our organisation’s ethos saw us awarded the prestigious ‘Gold Mark’; only one of three organisations to have received this. It is a mark of excellence and highlights our commitment to our patients, ensuring that any surplus we receive is put straight back into improving our services for our patients. We have over 20 years of experience in providing high quality urgent and unscheduled care to our patients, and we continuously seek to evolve our work on obtaining feedback from our patients on the service we provide. We are committed to providing our patients with the highest quality service and see integrated urgent care as a pivotal part of the NHS Five Year Forward View.

Liz Mear will be the Chair for the Smart Health Theatreon Thursday 29th 2017. Find out more by visiting www.digitalhealthcareshow. com/conference-programme SEE IC24 ON STAND P80