The Power of Information The Information Strategy 2012 Policy supporting the transformation of healthcare through technology Lois Lere, Deputy CIO NHS South of England (Central) June 2012

What does the strategy promise - For Patients? Booking appointments and requesting repeat prescriptions on line. Electronic communication with my care professionals Access to my primary care record All professionals involved in my care will have access to important information about me Access to the information I need to help me manage my care, in one trusted place

What does the strategy promise - For Patients? Better information to help me chose the right service Improvements in my, and other people’s health care, based on sharing organisations sharing information “transparently”

What does the strategy promise - For Care Professionals? More time for face to face care due to efficiencies delivered by technology A duty to support patients to access their records on line I, and my colleagues, will have better information to make safe decisions – inter-agency and along pathways

What does the strategy promise - For Care Professionals? My patients will be better informed and expect me to point them to trusted sources of information to help them manage their conditions. Quality information I provide will support shaping of services that meet the needs of my patients better

Strategies come and go… Why is this different? What will the impact be on care delivery? How will this change the patient/professional relationship? What will stop “digital exclusion”?

What examples are there?

Who will deliver the strategy in the “new world”? A collective strategy across healthcare, public health, care and support. Investment is central along with a fresh approach Standards based rather than prescriptive NHSCB, PHE and HSCIC lead implementation planning Patient expectations may be included in the NHS Constitution.

Who will deliver the strategy in the “new world”? Localist approach – the balance of funding and responsibility will become local. A capital fund being developed, more information late 2012 Complex coordination across a number of organisations

Barriers to innovation in the NHS

Innovation Health and Wealth Align organisational, financial and personal incentives and investment to reward and encourage innovation We should improve arrangements for procurement in the NHS to drive up quality and value, and to make the NHS a better place to do business We should bring about a major shift in culture within the NHS, and develop our people by ‘hard wiring’ innovation in to training and education for managers and clinicians We should strengthen leadership in innovation at all levels of the NHS, set clearer priorities for innovation, and sharpen local accountability We should identify and mandate the adoption of high impact innovations in the NHS.

Contracting for Innovation we will require commissioners to satisfy themselves that all eligible organisations are delivering the high impact innovations set out in the report in order to pre- qualify for CQUIN payments.

High Impact Innovations Child in a chair in a day 3millionlives is about transformational change, building services for people with long term conditions, supporting them with technology where needed and building new business models. Implemented effectively as part of a whole system redesign of care, telehealth and telecare can improve people's quality of life through better self-care in the home setting and alleviate pressure on NHS costs. Digital by default (digital first) Technology can be used to reduce the strain on primary care whilst also creating a more convenient way of accessing healthcare for a number of people who would prefer not to attend general practice in person every time they need advice. Digital by Default can be the start of a move toward creating electronic platforms for aspects of healthcare (as appropriate) using the technologies that are an everyday part of patients’ lives Fluid Management Support for carers of people with dementia

So… Patients to access primary care records by 2015 Patients to be able to complete transactions on line Interoperablitity between systems and organisations Information collected at the point of care and used to inform care and choice Centrally set standards Market liaison - Intellect

And finally Responsibility for delivery largely on commissioners Waiting for detail on capital for investment Commissioning for innovation through CQUIN Local decisions about priorities