Innovation and Health Connected Presented by: Liz Mear Chief - - PowerPoint PPT Presentation

Innovation and Health Connected

Presented by:

Liz Mear Chief Executive, NWC AHSN

Follow us on Twitter @NWCAHSN Hashtag for the event #nwcEngage

My RightCare Ltd

Thank you to all our exhibitors:

Setting the scene: NWC AHSN introduction video

https://www.youtube.com/watch?v=sqbOfyltCkg

“Yes, it’s quite a noise – but are we having any impact?”

A challenge for all of us

Joined-up care: Sam’s story

https://www.youtube.com/watch?v=3Fd-S66Nqio

The Challenge of Integrated Care NWC Connected Health Ecosystem Event 20 January 2015

Bleddyn Rees, Non-Executive Director European Connected Health Alliance

Bringing Together the future of Health, Social Care & Wellness

www.echalliance.com / info@echalliance.com

• 1. What is

s Integrat grated ed Care? e?

• Coordinated primary + community + secondary care services?
• Coordinated health + social care services?
• Integrated systems e.g. Northern Ireland Department for

Health, Social Services and Public Safety

• Coordinated health + social services + housing?
• Coordinated health + social services + housing + education?

• 2. Challenge

lenges s in Engl gland and

Promote Connected Health and our members Implement & Scale-Up Solutions through Ecosystems

Business Models & Entrepreneurship

Act on Public Policy (Health/Social Care & Economic) Educate, Communicate, Disseminate

• Separate commissioners of Health (CCGs & NHS England) and

social care services (Local Authorities)

• Separate providers of health and social care services?
• NHS + Local Authorities + Third Sector + Private
• Silos?
• Challenging relationships:
• GPs & Hospital Consultants
• Health & Social Care Workers
• Commissioners & Providers
• Patient Voice & Coproduction

• 3. Work

k Around nds?

• Section 75 Joint Health & Social Care Commissioning
• Section 75 pooling budgets
• Commissioning integrated pathways of care
• Vertical integration – Integrated care organisations (ICO) but health

services only?

• High level duties for Local Authorities and NHS bodies to

cooperate and secure the integration of health and social care services.

• 4. Comm

mmerci cial l Challe lleng nges es

• Alignment of risk, reward, savings, sharing income/profit &

perverse system incentives

• Confusion between contract models (prime contractor or Alliance)

and payment mechanisms (capitated or fee for service or results based)

• Compliance requirements with public procurement and

competition laws

• Alliance contracting?
• Relationship contracting and/or
• Alliance service contracts
• SLIC (Southwark & Lambeth Integrated Care)

European Connected Health Alliance

Bringing Together the future of Health, Social Care & Wellness

www.echalliance.com / info@echalliance.com

Questions?

@bleddyn_rees e: Bleddyn.Rees@wragge-law.com

NWC AHSN Ecosystem Event Liverpool Martin Hayes

Project Director Integrated Care Partnerships 20th January 2015

ICPs

Networks of providers - Working together to deliver the right care, in the right place at the right time.

ICP Areas

* Local council representation

Frail Elderly Working Group Diabetes Working Group Stroke Working Group Respiratory Working Group End of Life Working Group

Supported by the ICP Clinical and Business Support Team

South East Area

North Down ICP Partnership Committee Ards ICP Partnership Committee Lisburn ICP Partnership Committee Down ICP Partnership Committee

Animation

Minister for Health Department of Health, Social Services & Public Safety Health and Social Care Board (inc 5 Local Commissioning Groups) 6 Health & Social Care Trusts Primary Care: GP/ Dentists/ Opticians/ Pharmacist Private, Independent Sector Not for Profit, Charity and Voluntary Sector

Structure of Health and Social Care in NI

Political Commissioner Provider systems Policy

Public Health Agency

Integrated Care Partnerships (as well as service users and carers)

What are ICPs doing?

Risk Stratification Information Sharing Care Planning Evaluation

Frail Elderly, Respiratory Diabetes, Stroke Improve Fow Develop leadership

Integrated Care Partnerships

A&E

P A T I E N T

Stroke Care Pathway

C I T I Z E N

?

? ? ? ?

?

?

? ? ? ?

Pick an important problem and fix it!

Social Care

Social Care Pathway Activity

Voluntary & Community Sector eg Chest Heart & Stroke, Stroke Association NI

Patient experience

5%

4.5% shift

Stroke Pathway Belfast LCG

Working together…

Patient centred approach

Sample COPD patient journey–Northern ICP area

Key Measures of success

• Service user experience
• Admission rates
• Occupied bed days and Lengths of stay
• Level of complex delayed discharges
• Rate of emergency readmission
• Rate of ED attendances
• Partnership working

Achievements

• Care pathways mapped with multidisciplinary

professional input and service user and carer input

• ICP Action Plans – agreed priorities for

improvement and integration

• Business Cases– associated bids for investment

submitted to LCGs and 20+ initiatives approved (£10m+)

• Reform Initiatives underway throughout NI

Examples of service changes include…

• Schemes To Avoid “Unnecessary” Hospital Admissions
• Rapid Response Teams – Nursing, AHPs, Carers, Social Workers
• Enhanced Role For Voluntary-Community-Independent Sectors
• Support To Comply With Medication
• Falls Prevention Service
• Improved Nutrition
• Reduced Social Isolation
• Signposting of Information
• Improved Physical Activity
• Single Point of Care for Services
• Re-establish Primary Care Team – Linked to Practices/Clusters
• Schemes To Provide Alternative To Acute Hospital
• Assistance to Enhanced Nursing Home Care etc..
• Rapid Response Labs and Investigations
• Intermediate Care – Community Hospital
• Shared Community/ Hospital Teams
• Rapid Consultant Opinions – home or hospital or OPD..
• Virtual Wards
• Dementia Support Teams
• Telecare/Telemonitoring

What is working well, what are the challenges?

• Productive challenge among ICP Committee members

and ability to then agree integrated solutions

• There has been huge learning and sharing of information

across sectors and professions

• Shared understanding of the need for integration and

growing feeling that ICPs can be the vehicle to deliver

• Development of relationships with local commissioning

groups

• Capability and development support for committees,

chairpersons and service users and carers has been highly valued and effective

• Silos + Communication

eHealth Agenda

• Risk Stratification
• Virtual clinics
• Social media
• Promote the use of telecare /telemonitoring

technology

• Work with ECR team (Orion) to allow proactive

care plans to be developed, shared and updated across care providers and organisations – Beyond Silos project

• Pilot the Project ECHO model in NI

Web http://www.transformingyourcare.hscni.net/integrated-care- partnerships/

To subscribe to our E-zine Email integratedcarepartnerships@hscni.net

Questions to speakers

Follow us on Twitter @NWCAHSN Hashtag for the event #nwcEngage

Group discussions

Follow us on Twitter @NWCAHSN Hashtag for the event #nwcEngage

Coffee, marketplace and networking

Follow us on Twitter @NWCAHSN Hashtag for the event #nwcEngage

DIGITAL HEALTH AND CARE ALLIANCE

DHACA

‘The role of DHACA in Integrated Care’

Presented to:

3rd NWC Connected Eco System Event

Presented by:

Graham DeAth

Liverpool, 20th January 2015

‘Interoperability’

System → Organisational → Technical

www.dhaca.org.uk

DHACA's vision "a world in which health & care is centred around the individual, delivered using the most appropriate technology" DHACA's mission "to enable market growth through interoperability and scale" the values of DHACA include: "doing things once“ …because parallel developments are a waste of resources "collaborating by bringing together requirements“ …to help build scale in the market, for common solutions to common problems What DHACA then offers DHACA itself is a "space" to do these things

DHACA ITSELF…

Digital Health & Care Marketplace

DHACA Market Support

DHACA ITSELF…

Digital Health & Care Marketplace

DHACA Market Support

‘Special Interest Groups’

DHACA provides an independent trusted process and structure for learning and codifying lessons, and spreading the benefits across the system

THEME: Personalised Health & Care 2020

DIGITAL HEALTH AND CARE ALLIANCE

THANK YOU

Contact : charles.lowe@dhaca.org.uk 01274 271812 @DHACA_org

Connected Health Ecosystem

20 January 2015

Dave Horsfield & Dr Maurice Smith

Intro…

About Mi Technolog y Telehealth-Care Integration What next?

About

SCAL E

Unique

Self-care

Clinical & Non-clinical Wellbeing

Community

Independence

Technology

& Innovation

Technology

& Innovation

Technology

& Innovation

Person Held Record

Telehealth-Care

3 key ingredients:

Technology is a tool

Don’t generate more work for busy people

Build in and around what is there

Telehealth-Care

Assistive technology

has more than one customer

Put the technology where people are

Integration

Future

Direct alignment with Healthy Liverpool Technology has a major role to play in the future of healthcare

Next Generation Fall Detection Body worn Nano sensors

Future

Any

questions?

Telehealth adoption and

• rganisational readiness

20th January 2015 Alison Marshall, Clive Flashman, Liz Ashall-Payne, Tilly Reid

The opportunity

We could access our healthcare in the same way we do online banking, shopping, socialising and many more things

• Health records available to all

who need them, from any device, anywhere

• Consultations with health

professionals using video

• Collect monitoring data and

share with health advisers

The challenge

Who pays for the kit? Who maintains it? How does it affect my job? Will the patients become more demanding of my time? Is it secure? Will my health data be sold to an insurance company? Could someone hack into the messages I sent and use them to blackmail me? How do I support a patient that has found out all they need to know on Google? If patients can contact us at any time, how will we control our workflow? Digital health is a disruptive technology. It has the potential to radically alter the way healthcare is delivered. Our systems need to change to make it work.

Digital health - definitions

• sharing of patient

• Community alarms to

• utside the home.
• Remote monitoring to

• Remote examination
• f, or consultation

Telemedicine Telehealth eHealth Telecare and assistive technologies

Stakeholder Empowered Adoption Model (StEAM)

Understand the dynamics between the different stakeholder groups Define shared goals that link to decision making criteria

• Adoption of new solutions does not take place in

isolation from other processes – so an evaluation cannot be a ‘scientific experiment’

New technology

• rganisation

Case study

Telehealth adoption process combined with business case analysis by CSC

• The client was a North West Coast Trust interested in implementing

telehealth

• Their key driver was to improve management of LTC patients with COPD

− Fewer hospital unplanned admissions and readmissions − Better community care and supported self management We talked to Trust directors and managers, partners in the health and care economy, patients and selected professional staff.

Conclusion

We could not recommend implementation of telehealth because of limitations in

• Community care and intermediate care structures.
• Conflicting (competing?) services already in place delivered by other
• rganisations.
• Misalignment of objectives and strategy related to integrated care across the

local health and care economy

• Lack of clarity of the clinical need to be addressed.
• Poor understanding of which patients could benefit.

The organisation was not ‘telehealth ready’ Perception that telehealth (maybe innovation?) can solve their problems – without really understanding what those problems were Conflating innovation with the desire to cut budgets – and staff

Telehealth Readiness Tool

The North West Coast Academic Health Science Network asked us to refocus the project and look at developing the Telehealth Readiness Tool

• A tool to enable organisations to assess a number of elements and score

themselves against clear criteria

• Backed up by resources for improvement
• Addressing all the elements that are critical to making telehealth work in a

real environment

• Developed and piloted for the needs of NWC organisations.

Partnership working Patients and public Organisation Quality

Technology & Infrastructure

Telehealth Readiness Tool

Using the Telehealth Readiness Tool

Learning resources and good practice guidance Self assessment questions Scoring

Structured self assessment questions

Each question is scored

Scoring to highlight further development needs

With tailored resources to work

• n weaker areas

Next steps

Completion of the Telehealth Readiness Tool within next 2-3 months

• Feedback requested! Question sheets in your packs. Draft version available

to view at the end of this session.

• Any further ideas welcomed

Piloting in the North West Coast region – partners sought! Full launch as an online tool

• Mobile app to follow shortly

Dissemination and roll out

Thank you for listening

Professor Alison Marshall: Professor of Health Technology and Innovation alison.marshall@cumbria.ac.uk Website: www.cumbria.ac.uk/cachet Liz Ashall-Payne :Clinical programme manager for digital Liz.ashall-payne@nwcahsn.nhs.uk Clive Flashman: Global Healthcare Industry Strategist cflashman@csc.com Dr Tilly Reid: Advanced Practice Learning Facilitator tilly.reid@cumbria.ac.uk

Questions to speakers

Follow us on Twitter @NWCAHSN Hashtag for the event #nwcEngage

Group discussions

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Next steps and moving forward

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Coffee, Meet the NWC AHSN team and Networking

Follow us on Twitter @NWCAHSN Hashtag for the event #nwcEngage

Meet the NWC AHSN team

Thank you for coming

Follow us on Twitter @NWCAHSN Hashtag for the event #nwcEngage