HETT Show Preview

HETT show launches new theatre to prioritise discussion on big patient data

Coming to ExCel London on 27-28 September, the Health Excellence Through Technology Show explores the latest developments in digital infrastructure and data architecture

A new theatre has been launched to provide leading healthtech professionals with the opportunity to explore, learn and discuss the latest developments regarding digital infrastructure and data architecture. This new platform will facilitate further discussions surrounding big patient data and the tools and systems required to manage it effectively.

The Infrastructure and Data Architecture theatre will make its debut at this year’s Healthcare Excellence Through Technology (HETT Show), which takes place at the ExCeL London on 27-28 September. The agenda focuses on key topics and industry trends, including cyber security, data lakes, cloud technology, ethical uses of data, and AI and virtual wards.

The new addition will be the fifth dedicated theatre at the show, providing the audience with in-depth content and conversation. The returning theatres are Culture & Implementation, Digital Maturity Forum, Digitally Empowered Patients, and Integration & Interoperability. All agenda sessions are CPD-accredited with the aim to support the healthcare community to solve the sector’s most pressing challenges, gain valuable insights and takeaways to use in their organisations.

Confirmed speakers for the two-day event include: Simon Bolton, Interim CEO at NHS Digital; Ming Tang, Chief Data and Analytics Officer at NHS England; Hassan Chaudhury, Healthcare UK, Department for International Trade; Alice MontgomeryReed, Head of FutureNHS, NHS England; James Austin, Director of Data Strategy and Policy at NHS Digital; Shani Gray, GP & Clinical Lead at North Central London CCG; Toral Thomas, CCIO at Norfolk and Suffolk NHS Foundation Trust; and Navina Evans, CEO at Health Education England.

Emma Victoria-Fell, Event Director, HETT, said: “HETT Show is a space for innovation and connectivity designed to support the UK’s healthcare sector continue to level-up health and care moving towards a vision of person-centred, digitally-enabled care. We are thrilled to announce the launch of the Infrastructure and Data Architecture theatre designed to drive discussion on enabling the power of data-driven health and care. This new forum will be tackling key challenges around base architecture; big data collection, management, sharing, and storage, and how new technologies fit within existing infrastructure. This latest addition to the show shines a focus on the systems and infrastructure that will be the bedrock of current and future transformation goals and a data driven NHS”.

A word from HETT Show Steering Committee Chair, Sam Shah

It’s hard to imagine how much digital health and technology has come into focus over the last few years compared to a decade ago. Across the UK and in many parts of the world, health systems continue to face significant challenges. The factors driving those challenges remain consistent, with the rising complexity of illness, growing demand, and major workforce constraints. The technology debt is catching up with us all and we need novel approaches to addressing E

 the needs of health systems. The impact of climate change seems very real, which has prompted policymakers to consider the changes we can make in healthcare.

Whilst the workforce challenges and waiting lists will take time to solve, digital solutions are being introduced to try and support existing teams to deliver patient care. As new digital solutions have been introduced, digital skills training has had to be delivered at pace and at scale. For example, the introduction of virtual wards has changed the model of care delivery resulting in a great application of digital skills alongside health technology adoption.

It’s not only digital tools that have been introduced, the entire approach towards workforce is also changing. Workforce planning has been taking place since the existence of any health service, matching predicted demand with the available workforce, what’s changing is the more widespread use of data and modelling to do this. This doesn’t solve the underlying shortage in the workforce, but it does offer some help when trying to make the best use of the workforce that exists.

Data governance remains a top priority across the health system, even more so as the UK has moved to its own version of GDPR. UK GDPR and EU GDPR remain very similar, however, the mechanisms to share data have become more complex and the process to share data outside of the UK requires more work. As models of healthcare use increasingly complex technology, some are having to process data outside of the UK, due to the nature of the technology they use. This new challenge requires a different approach to data sharing, data control, and processing. NHS organisations are having to address this using novel approaches, especially where research is involved. In England, there has been a lot of speculation around data, the role of national organisations and third parties, versus local data environments.

The proliferation of consumer-facing health apps has continued. Clinicians and healthcare providers are subscribing to apps to help people manage their conditions. Patients are often reliant on healthcare professionals to recommend applications that may be most suitable. In the last few months, for the first time, an app has been recommended through NICE guidance. This may be an indication of things to come as trust, compliance, and safety of apps increases through rigorous selection and assessment.

Climate change and the need to become more sustainable is just as true in the NHS as it is in any other area. Whether it’s the impact of travel to health services, dealing with healthcare waste, or the use of energy by healthcare providers, there is a role for health organisations in acting. Governments, researchers, and innovators have identified new ways of creating and developing technology to support the sustainability agenda in health, this includes everything from smart buildings through to the use of automation. Much of this technology has been adopted in hospitals around the world, in the last year, there has been renewed interest from NHS organisations trying to tackle environmental issues.

The great thing about healthcare technology is that it’s constantly evolving with new ways of tackling old problems. HETT 2022 will be exploring a whole range of topics but I’m particularly looking forward to welcoming colleagues to share and exchange insights, learning, and ideas of how they have tackled these problems and many more. L HETT Show will take place on 27-28 September at the ExCeL London and is free to attend for those working in the NHS, independent healthcare provision, the care sector, and the wider public sector, academia/research, and notfor-profit. Visit the website below to register.

FURTHER INFORMATION

HETTShow.co.uk

Turning a good idea into reality: the integral role of a project manager

The Health Informatics Service (THIS) currently employs nine project managers of varying seniority, plus a project support officer. It typically facilitates 40-50 projects for its host trust, the Calderdale and Huddersfield NHS Foundation Trust (CHFT), and other clients in the healthcare sector at any one time

Turning a good idea into a working reality can have huge significance as the NHS navigates the delivery of digital health solutions. It is the focus of many NHS organisations as they look to increase the range of digital health tools and services to benefit patients and staff alike.

The NHS Long Term Plan calls for investment in improving NHS IT systems; developing new technology to ensure staff have the tools to do their jobs, and that NHS systems can share vital information to support the delivery of care.

The management and delivery of these aims, however, can often prove challenging. This is where the role of a project manager becomes integral.

The Health Informatics Service (THIS) currently employs nine project managers of varying seniority, plus a project support officer. It typically facilitates 40-50 projects for its host trust, the Calderdale and Huddersfield NHS Foundation Trust (CHFT), and other clients in the healthcare sector at any one time.

All THIS project managers are Prince2 practitioners and base their work on that widely used methodology. However, while most projects conform to Prince2, THIS can tailor its work according to size and complexity and will introduce agile methodology to suit a client’s requirements.

What is a project?

David Armitage, one of THIS’ senior project managers, defines a project as a piece of work which requires multiple skills, is delivered to a timescale, and has budget restraints.

The question of whether a good idea can be turned into a working reality then poses more questions, such as whether the project is needed, what is it trying to achieve, is it affordable, and does it fit with an overall strategy?

David Armitage says: “Our project managers are people capable of telling you the truth of where you’re up to and being able to find a way through a maze to get problems resolved. It’s also making sure the organisation then has confidence that things are being governed properly and that both the business and the finance is being checked, watched, and managed correctly.”

The role of a project manager

THIS’ project management office (PMO) manager is Julie Howson. She says: “Project managers are front and centre from the very beginning, even at the light bulb stage. We facilitate the writing of the business cases and we’re there through every stage of a project’s lifecycle. It’s like writing the song and the music, playing it, getting a record deal, and then releasing it!”

David Armitage likens a project to projecting light through a prism to identify and simplify its lifecycle, consider its key elements, and illustrate the importance of ownership, delegation, and communication.

What makes a good project manager?

David Armitage says: “It calls for many different qualities. Obviously, you must be organised, you must be personable, a good listener, communicator, and co-ordinator. You must ask questions but really listen to what people are telling you and be flexible.”

Case study: information sharing on a mum-to-be’s maternity journey

The mother-centric shared maternity record enables all trusts involved within the West Yorkshire and Harrogate local maternity system to share specific documents relating to care during the maternity journey of a mum-to-be.

With new integration, if a mum-to-be booked at CHFT visits a neighbouring trust, staff there will be able to check the portal for her relevant details. Likewise, if the Trust is registering someone booked elsewhere on the system, staff will be able to search for information regarding the maternity pathway.

David Armitage, who managed the project, says: “Immediate access to healthcare information all in one place will mean fewer delays in treatment and provides extra support to clinicians if a woman comes to the trust unexpectedly. This might include, for example, identifying people who may need extra support because of safeguarding or other concerns.”

Emma Burbidge, CHFT Maternity EPR Lead, says: “Having a project manager for the maternity data sharing project has been invaluable. Dave has co-ordinated and liaised at every stage of the project to ensure all ran smoothly and knew process to follow when issues arose. He is professional and approachable, and I hope to work with him again very soon.”

Nurturing the next generation of talent THIS is not just about senior project managers; it also plays it part in creating a future generation of PMs, thanks to its graduate recruitment scheme.

Julie Howson says: “We have an entry level into project management through our junior PM roles where we train in-house to our high standards, as well as ensure they attain project management qualifications.We also actively look to promote people internally, who have demonstrated the experience or relevant skills required to do project management and watch them go on and flourish.”

Further reading

You can read an in-depth profile of THIS’ project management expertise here, and if you’d like to discuss a new or impending project, please contact us here. L

FURTHER INFORMATION

www.this.nhs.uk