Connecting for Health - Enabling Total Service Improvement

1. Connecting for Health-Enabling Total Service Improvement Southern Institute for Health Informatics 30th September 2005 David Lane Clinical Benefits Advisor NHS CFH Jan Laidlow National Clinical Lead Allied Health Professions

2. NHS Care Records Service Choose & Book N3, the National Network Electronic Transmission of Prescriptions NHS CFH NPfIT is not just an IT programme but a patient safety and clinical governance programme …………. ………..to deliver a 21st century health service through efficient use of information technology IT is an underpinning enabler of NHS modernisation

3. New Approach • New Approach • IT as a driver of change • IT as an enabler of change integrating with other enablers • Old Paradigm • IT programmes competing for implementation resource • IT programmes collaborating in the use of scarce resources • IT being yet another priority for CEOs to deal with • IT helping CEOs to resolve their existing “must do’s” • IT responding to Trust or PCT priorities • IT responding to issues that can only be resolved by health communities working together • IT prioritising technology deployment • Health economies prioritising what is required and when

4. ISIP .. an integrated methodology for benefits realisation and change management replacing silo approaches of individual change programmes Integrated Service Improvement NHS CFH 10 High Impact Changes Local Initiatives Workforce Development NSF’s

5. Care Delivery System • STRATEGIC • GOALS • Equality and equity • Health outcomes with clinical quality and safety • Patient focus • Value and support staff • Effective and efficient use of resources • CARE DELIVERY PRINCIPLES • Reducing health inequalities across populations • Intervention to support individual wellbeing • Care provision in the right setting • Appropriate access and choice for all • Timely, convenient and responsive care • Improving clinical outcomes, safety & governance • Individual staff supported, engaged & rewarded • Services delivered and input costs managed in the most efficient way • Financial balance across the local health economy

6. National Lead • Summer 2005 • 9 Pilots • September 30th 2005 • Service Improvement Plans • October 2005 • National Guidance • March 2006 • Integrated Benefit Realisation Plans and refreshed Service Improvement Plans

7. LHCChange Programmes • Provide care in the most appropriate settings • Enhance health outcomes • Comprehensive service for long term conditions management and unscheduled care • Improved patient experience and develop quality of services

8. Local ActionHIOW StHA • Lead Director, Chris Hoare • Programme Lead, Henry Pares • ISIP Field Coordinator, Richard Marsden, assisted by Andrew Waring • Key Projects • Unscheduled/emergency care redesign • Diagnostics & elective care access reform • Managing long term conditions care • Financial recovery planning

9. Opportunity ‘If you want to build a ship do not gather men together and assign tasks. Instead teach them the longing for the wide endless sea’ (Saint Exupery, Little Prince)