1. Southern Institute of Health Informatics Conference 30th September 2005 d The Independent Sector’s role in supporting the NHS improvement agenda - Challenges and Opportunities Dr Sherrin Moss Healthcare Markets, BUPA

2. Landscape Payment By Results Inspection Regime CHOICE Agenda for Change

3. The Business Drivers for the Independent Sector Opportunity for commissioning to be outsourced to non-NHS organisations At least £500m business offered annually to Independent Sector for next 5-10 years if they can: deliver services at National Tariff deliver services to NHS Standards Patients can choose from at least 5 Providers for their treatment, 1 of which should be from the Independent Sector. Every PCT has contracts with Independent sector providers to meet this requirement Local contracts between NHS Providers and Independent Sector to manage waiting lists

4. Who are our partners ? How do we align with them ? How do we know we’ve been successful ? What’s their agenda ?

5. Challenges Aligning with CfH emerging compliance schedules A Strategy to enable current systems to deliver requirements NOW and that enables the migration to new business processes and IM&T systems in the future state The NHS Language Barrier Changing the perception of ‘them’ and ‘us’ - cultural barriers between NHS and Independent Sector Innovation and new models of Service Delivery to deliver value for NHS and patients National Tariff - leading to radical redesign of service delivery in Independent Sector Improving the data quality, capture, analysis and sharing of information across system boundaries

6. Must Have’s Ability to share data and information with NHS and DH using CfH compliant systems –Achieve and maintain compliance with standards –Real time access to NCRS –From 2006/2007 NHS CfH national services (CAB, ETP, PACS, PSIS) –From 2006/7 CfH infrastructure services (PDS,SUS,SDS) –Common information for patients and their families Health information and providers outcomes –Access to the knowledge base (e.g.NeLH, NICE, Healthcare Commission) –Submission of minimum dataset requirements (e.g. CDS, STEIS, NCEPOD, HCA & AMR) New Business processes that manage NHS workload –Control costs –Manage the episode (referral, diagnosis, treatment, discharge, follow up) –Integrated care pathway with NHS and other independent providers –Invoicing Common data and information standards Interoperablity between systems Improved staff awareness and training Improved data quality Improved data completeness

7. What can go wrong ? Healthcare Commission not impressed with our evidence base, customer engagement methodology and use of customer feedback data to drive improvements We fail to ‘educate’ our customers - ‘an informed customer is more satisfied, achieves more health gain and better outcomes’ We become data rich - knowledge poor through lack of linkage between our data silos We don’t make the best of what we’ve got to drive improvements across healthcare markets

8. Moving the Health Informatics Agenda forward…. Integration Matters –piggy back on existing initiatives, leverage external forces e.g. Healthcare Commission standard on public and patient involvement Language Matters –use language that is optimistic, empowering and positive, use stories and anecdotes Transitions Matter –plan for people moving on, champions moving on, recognise that continuous change is a part of normal business operations

9. Moving the Health Informatics Agenda forward …. Money Matters –target where the money is to be successful Relationships Matter –building trust, champions, aligning values with partners, persistence pays off Size Matters –think about making a big impact to raise profile of value Framing Matters –embedding into ongoing work and making it part of the ‘whole’, linking to strategic business imperatives

10. Barriers to implementation include: Noise overload (competing priorities) ‘Doctors know best’ (hard for health informatics professional to be recognised as adding value to patient experience, the perception that delivery of health information can only occur via the doctor in a clinic setting) ‘Not invented here’ syndrome People tend to stick with what they know

11. What will success look like for the new model of healthcare delivery? Better informed patients… better outcomes Better informed patients… better outcomes Partnerships to support design development and delivery Partnerships to support design development and delivery Continuous improvement the norm Continuous improvement the norm More responsive Health service More responsive Health service A systematic approach A systematic approach Shared outcome data… no ‘silos’ Shared outcome data… no ‘silos’ Improved patient satisfaction Improved patient satisfaction Customer / patient focused Customer / patient focused Add value, improve quality and efficiency Add value, improve quality and efficiency the RIGHT information to the RIGHT people at the RIGHT time……..