Transcript Slide 1

The 2015 Challenge
Tomorrow’s World
Rob Webster, NHS Confederation
The context – access to technology
• 84 per cent of British households have internet access.
• 73 per cent of British people aged 16 and over use the internet
every day, including 42 per cent of those aged 65 and over (up from
just 9 per cent in 2006).
• We have one of the most well developed ecommerce markets, with
74 per cent of British adults purchasing goods and services online
and 53 per cent using online banking in the last year.
• Over half the public would like to be able to book GP appointments
online. However only 10 per cent booked an appointment with a
doctor or health practitioner in last quarter.
• There are c100,000 health apps already available online, social
media playing a more prominent role.
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Taking the
lead
We are a guest in other
people’s lives.
We should see people as
assets not issues
Our outcomes should be
theirs.
We should organise
around them and not our
professional egos
The vision and
asks
6
All parties must commit to supporting a national sector-led programme to
support health and social care organisations to adopt participation,
personalised care and support planning, shared decision-making and
supported self-management approaches for all who would benefit.
Develop and support our workforce to meet future
needs
7
8
Government must initiate and resource a development programme that
equips and supports today’s workforce for the challenges of working in
new ways, including working across and with different sectors and
professions, engaging service users and supporting personalised care and
support planning, shared decision-making and self-management.
Government must help build consensus around the expectations on the
health and care workforce to provide seven-day services more widely,
and provide support for making the changes required to achieve this.
Strive to continually improve quality and outcomes
9
All parties must set out concrete plans to make mental
health services as accessible to people as physical health services, over
the course of the next Parliament
10
Government and NHS England must develop a simplified outcomes
framework, with indicators that clearly align across health and social
care.
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Government must ensure the right conditions are in place
to enable the locally-led deployment of new technologies, coordinated
information systems and research at pace and scale to underpin better
models of care and improve quality, efficiency and people’s experience.
How could the
technological
challenge be
met?
1. A culture that enables us to focus on gaps
and build on strengths
2. An infrastructure to support and
enable ideas to flourish
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How are
national
bodies and the
government
rising to the
challenge?
Exploiting the information revolution
• Progress hampered because “the NHS has oscillated between two opposite
approaches to IT adoption – neither of which now makes sense.”
• NHS England now looking to focus on the ‘electronic glue’ at a national
level, while allowing local NHS leaders to procure other systems.
• National Information Board ‘roadmaps’ published later this financial year
will outline responsibilities for transforming digital care.
• ‘Roadmaps’ will cover transparency, electronic health records, apps, online
appointments, workforce training and building public capacity to access
information.
Accelerating healthcare innovation
Simon Stevens envisions the NHS becoming “one of the best places in the
world to test innovations that require staff, technology and funding all to
align.” Actions include the following:
• NHS England will work with NICE to support wider rollout of high value
innovative devices and equipment.
• Commitment to expedite the adoption of cost-effective innovation
across both medication and medtech.
• Development of ‘test beds’ alongside AHSNs and AHSCs. These sites
should offer ‘combinatorial’ innovation encompassing technology, new
workforce models and payment-for-outcomes.
• Health and care ‘new towns’ will be considered, offering broader
public service integration and benefiting from “fewer legacy
constraints”
Innovative Medicines and MedTech Review
• “Time is the great killer of value in this sector” (George Freeman)
• Freeman will soon launch a review to examine the following:
• How access to medications, diagnostics and technology can be
expedited through new development approaches
• Ensuring more prompt access for patients to innovations through
collaboration between companies, regulators, evaluators
• The role of patient groups and charities
• Promotion of rapid adoption in clinical practice
Personalised Health and Care 2020
National Information Board’s framework builds on 5YFV foundations. Proposals
include:
• Enabling choice – online access to GP records from 2015, comprehensive access
to care records from March 2018, single point of access for appointments and
repeat prescriptions.
• Real-time patient information across NHS-funded services by 2020 and greater
information on outcomes and value.
• Enhancing transparency – comparative data and patient feedback, with plans to
expand MyNHS expected by March.
• Addressing public concerns about data sharing.
• Ensuring England becomes a leading digital health economy – industry strategy
led by DH to encourage industrial partnership and address barriers to
innovation.
• Knowledge and skills framework from HEE and HSCIC for health and care
workforce expected by April 2016.
NHS Confederation’s role in implementation
• Alignment of national data standards with commissioning and regulatory
requirements – NHSC will be one of the NIB’s partners on this work to
ensure an agreed set of standards are ‘hard-wired’ into oversight
mechanisms by April. This will ultimately support the establishment of
universal real-time digital patient and care records by 2020.
• Training for boards and senior leaders – We are also part of a consortia
group that will develop a programme for execs and non-execs across health
and social care. This will support directors in ensuring technology strategies
are effectively implemented as part of service redesign and change
management initiatives.
• Need to harness the “renewable energy”
represented by patients and communities
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