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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. #NHS2015 #2015Challenge 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. 11 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 The future’s digital: Mental health and technology @NHSConfed_MHN @BeckyCotton #mhnfutures 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 www.nhsconfed.org/2015 @NHSConfed_RobW Join the conversation: #2015Challenge