Connecting Care Board Update - atk-paivat.fiatk-paivat.fi/2016/S05-Kinnear.pdf · Connecting Care Our story so far…… Finnish Health ICT Conference May 2016

Connecting Care

Our story so far……

Finnish Health ICT Conference

May 2016

Andy Kinnear – 4 roles

• Connecting Care Programme Director – The BNSSG Digital Transformation programme

• Director of Digital Transformation – South, Central and West CSU

• Local Delivery Advisor – NHS Digital (formerly Health and Social Care Information Centre)

• Chair of BCS Health & Care Executive – British Computer Society

Also:

• 25 years NHS experience

• Member of George Freeman MP’s Digital Cabinet

• CIO Network member

• Long suffering Crewe Alexandra fan ;-)

Andy Kinnear

Background, History & Governance

BRISTOL

description

what is BNSSG?

• Map The current

footprint for

Connecting Care

is the Bristol,

North Somerset

and South

Gloucestershire

Health and Social

Care community

Approx 1.2m

people

Approx £1.2bn

health and social

care spend

Connecting Care is the Bristol, North Somerset and South Gloucestershire [BNSSG] programme, dedicated to using technology to support -

• Better information sharing between local health and social care organisations

• Joining up information to ensure care is focused around the individual and their needs

• Improving better, safer and more joined-up care

• Supporting increased efficiency in the delivery of health and social care services

• Ensuring that the people who are providing care have the information they need, when they need it

what is Connecting Care?

Our first focus has been the delivery of a shared ‘view only’ electronic

patient record

local need

“Adequate and timely information must be shared between services whenever there is a transfer of care between individuals or services.”

“Services in all settings including health and social care need to improve their communication and handover ”

“The information I have is limited and frequently is missing important elements…”

“Better information would support better safeguarding”

“I don’t have access to some important information electronically…”

“If I had better information then it would help me evaluate risks when deciding whether to admit a patient…” “There are delays in getting

hold of information that I need…and I spend a lot of time chasing it up…”

*Summarised from feedback from local clinicians

& practitioners during workshop events

NOT having access to accurate, timely, shared information

is a ‘blocker’ to providing high-

quality, effective, efficient care…

“There needs to be better communication between ‘in-hours’ and out of hours services.”

national drivers

strategic alignment

5 year forward view: “Most countries have been slow to recognise and

capitalise on the opportunities presented by the information revolution……the

NHS has oscillated between two opposite approaches to information technology

adoption.....the result has been

systems that don’t

talk to each other

and a failure to

harness the shared

benefits that come

from interoperable

systems…..In

future we intend to

take a different

approach”

project approach

• 2011 Original Vision

• 2012 Procurement

• 2013 Staged approach

– First stage (pilot) started in March 2013. Key deliverables:

• A working system for 500 users

• Evaluation of benefits

• Stage one themed on urgent & unplanned care

• 2014 A business case for the second stage started

Dec 2014 (next 5-7 years)

FYFV PUBLISHED

• 2015 & beyond = GROWTH

Stage two will extend the breadth & depth (10,000 more users, more information sharing, more organisations, more functionality, more more more more….)

the partnership

• Demographics • Laboratory • Radiology • Encounters • Allergies • Diagnosis

Clinical Data Repository Rhapsody Integration Engine

Pathology &

radiology - tbc

EMIS

GPs and

Community

Health

organisations Mental

health (RiO)

• Authentication • Patient Privacy & Consent • Relationships • Audit Logs

• Patient Search • Patient Lists • Patient Summary • Timeline

Presentation

Integration

Source Systems

Security & Privacy Patient Record

• Medications • Problems • Procedures

Portal

Connecting Care Clinical Portal

Master Patient Index

MiG

PAS Systems

(Weston

Cerner, NBT

Lorenzo,

UHB

Medway)

Adult Social

Care (Swift

N Som & S

Glos, Liquid

Logic -

Bristol)

End Of Life

(Adastra)

Children’s

Social Care

(Liquid

Logic N

Som &

Bristol, Capita – S

Glos)

Out Of

Hours

(Adastra)

some facts & figures

Over 1 million records shared

17 health & social care organisations in partnership

13 + different IT systems linked from both health & social care (and growing!)

Over 800k informing letters sent to all local residents as part of a wider IG

First stage project delivered in 9 months – live since December 2013

Currently have 1600 users….plan to expand to 4,000 this year – and up to 10,000 +

Benefits

benefits

Out of hours care

• Saves appointments and visits • Saves admissions • Safer prescribing • Improved quality of consultation

Pharmacy

• Safer prescribing – provides access to allergy and GP prescribing information

• Saves time – reduces the amount of time calling GP practices • Safer communication - reduces errors

Hospitals/ A&E

• Safer care – patient background, context and medications • Saves times – reduces time trying to find out information • Reduces risks – where patients unable to inform clinicians about

relevant information/fax errors etc.

benefits…

Community Care

• Saves time in triage and assessment • Saves time – reduces the amount of calls to GPs • Saves unnecessary home visits • Supporting risk management and safeguarding

Social Care

• Supporting referral management • Saves time in triage and assessment • Informs assessments & care planning • Saves installation and equipment costs • Supports risk management and safeguarding

General Practice

• Reduces burden on practice administrators • Supports risk management and safeguarding • Increased confidence in better care being provided outside of the

practice • Immediate access to GP records (new registrations)

User Evaluation of Stage One showed:

• 50% saved time calling other organisations

• 71% saved a call to a GP

• 50% saved time and saw improvements in triage and analysis

• The number of faxes requested/received dropped sharply - 86% less in NBT pharmacy and 75% less in UHB pharmacy

• 12% stated without Connecting Care they would have made an (unnecessary / inappropriate) referral to another service

• 17% stated that avoiding duplication was one of the main benefits of Connecting Care for them and their team

• 25% said that Connecting Care had helped to improve care planning

enhancing safer and better care

benefits…

“Massive difference in

time spent accessing information. On average [I can] access the GP record within 30 seconds compared with 15-20 minutes taken via telephone or via fax” Critical Care Pharmacist Manager UHB “3 cases identified

on Connecting Care today that were already allocated to a health practitioner (BCH OT or IMCS OT) so did not require referrals to BCC OT”. Occupational Therapist Bristol City Council

“I now use Connecting Care on almost every case I deal with it (approx. 25 cases per shift). It always makes a difference and adds value. Every shift, acute admissions are avoided.” Doctor (out of hours)

“Have been able to identify trends which have then resulted in swifter [safeguarding] interventions…one case where concerns would not have increased without Connecting Care…” Social Worker Safeguarding team

“Connecting Care is brilliant…I use it to triangulate information from service users, to find out about other services involved so that I can contact them to inform my assessments” Bristol social worker

“it has enabled us to commence discharge planning earlier in the patients stay to help prevent delays later on.” Discharge Nurse

“Unable to obtain a medication history or allergy status from the patient….accurately confirmed through Connecting Care …” Pharmacist, NBT

““Information about the patient’s diagnoses has helped our team decide which type of therapy to offer the patient” UHB

benefits…

“On Monday I managed to obtain details for 22 patients on Connecting Care, I saved a huge amount of time as I didn’t need to phone the GPs and wait for the faxes to arrive” Acute

Pharmacist

“I used Connecting Care to find vital information for the diabetes nurses . The information logged by district nurses is a goldmine of information. We saved 20 minutes on the telephone and managed to find the reason for patients insulin being discontinued” Discharge Nurse

“In cases where we are dealing with a person who is being supported by Rapid Response and the district nurses, Connecting Care comes in to its own. All the notes from visits are documented and it can save at least 30-40 minutes on duty cases of this nature” Social Worker “The extra patient detail

is useful when deciding to stop drugs such as anti-platelets and it helps to identify risk factors” Doctor

Having access to accurate, timely,

shared information is no longer a

‘blocker’ to providing high-

quality, effective, efficient care…

“Without Connecting Care today I couldn’t have done my job.” Pharmacist

“Connecting Care has been really helpful tonight. Could not do without it. Particularly in the case of an old lady with XX who I could not reach on the phone. Without Connecting Care this would have resulted in a visit and probably her door being broken down. But with CC I was able to work out that all that should of been done, had been done.” OOH Doctor

potential financial benefits

Prevented

Admissions 10,000 users could see annual saving of £1,036,288 from inappropriate admissions prevented, by using information in Connecting Care

Based on a Department of Health reference cost 2012/13 of £1,436 for a unplanned admission and only the same rate of stated admissions prevented in the pilot

Reducing

duplicate

assessment

Reducing duplicate assessments

10,000 users could see a annual saving of £179,520 on stopping the duplication of assessments as a result of using information in Connecting Care

Based on cost savings if the same rate of stated admissions prevented during the pilot continues – based on £60 for an average cost of a face to face assessment by a community nurse - Department of Health reference cost 2012/13

potential financial benefits

Time saving 10,000 users could see an annual saving of £155,278 of ‘people time’ as Connecting Care users spend much less time calling other organisations for information Based on salary cost savings if only one call per week per user is saved where the medium salary between NHS bands 7 to 8 is used.

Reducing

wasted home

visits

10,000 users could see a annual saving of £68,000 on stopping unnecessary home visits as a result of using information in Connecting Care Based on cost savings if the same rate of stated home visits prevented during the pilot continues – based on £60 for an average cost of a face to face assessment by a community nurse - Department of Health reference cost 2012/13

Our Vision

vision

Our vision:

• Original vision – achieved (2014)

• Revisited in Spring 2015

• Co-produced the vision for 2020.

• 67 interviews:

– Leading clinicians

– Public representatives

– Care professionals

– Executives

– Key managers

– CIOs and Informatics professionals

• Signed off in August 2015

vision

We are a diverse group of organisations united by a common purpose and a common vision. Our common purpose is to serve the million people in Bristol, North Somerset and South Gloucestershire by meeting their need for health care and social care.

Our common vision is that, by sharing information securely and effectively, we will make a lasting contribution to the health, well-being and opportunity of our population.

3 Acute Trusts

3 Acute Trusts

3 Community Providers

3 Local Authorites

2 Mental Health Trusts

Out of Hours Provider

100 + GP Practices

Ambulance Service

3 Clinical Commissioning Groups

AHSN, NHS England, Central and South West CSU

vision - platform

Connecting Care Technology Platform

Citizen / Patient

Driven Apps

Connecting Care

Analytics Hub

Online guidance –

NICE, NHS

Choices &

Council Websites

Health &

Social Care

Apps

Connecting

Care Portal

Telecare/Health

Devices/

Wearables

My ‘Circle of

Care’

Personal Health Record

Research

Health & Social Care Organisational Systems e.g.

- EMIS (GPs & Community Health)

- Lorenzo /Medway/ Cerner/ CliniSys etc.

- RIO

- Liquid Logic / Swift

- Adastra

Etc.

Data Sources

For citizens

Secondary usesFor Health &

social care

professionals

Wider

connectivity

With thanks to Leeds City Council

‘Herding Cats’

behaviours

The ‘herding cats’ challenge –

Connecting Care and shared record programmes are characterised by:

• Multiple organisations with Multiple agenda

• Multiple clinical or care professions with Multiple priorities

• Multiple system suppliers with Multiple commercial interests

But

ONE public, ONE citizen, ONE patient

behaviours

The ‘herding cats’ challenge –

Recognise and work on the different elements –

• Political dimension

• Personal dimension

• Human behaviours

• Organisational behaviours

• Interests, motivations and blockers

• Time and timing

5 reasons we have been successful so far…..

1. Line of business systems that ‘share’

• You cannot share paper data easily • Good electronic ‘line of business’ systems that share

data are critical

2. Integration Partner • Integration is tricky. Find a software partner who ‘gets it’

3. Money…locally owned money!

• Invest locally….seek national money too, but make your local organisations put skin in the game

4. People….local talented people

• Hire really talented project people….we did, we do, we always will

5. SPIRIT • Overrides everything else • Stamp on ‘organisationally centric’ thinking at every

single opportunity. • Command the morale high ground that the

patients/citizens best interest occupies

Reasons to be cheerful…….or

“Why England is finally getting its e-Health

strategy right”

The Digital Transformation ‘engines’ THEORY….

NHS England - Vision & Strategy

- Money

- Leadership

‘

‘Locals’

- Design

- Delivery

- Timetable

HSCIC - Standards

- National systems

- Delivery

Suppliers - Products

- Innovation

- Repeatability

Our Patients

Our Public

The Digital Transformation ‘engines’ THEORY….

NHS England - Vision & Strategy

- Money

- Leadership

‘

‘Locals’

- Design

- Delivery

- Timetable

HSCIC - Standards

- National systems

- Delivery

Suppliers - Products

- Innovation

- Repeatability

Our Patients

Our Public

Requires people to lead, act, think and

behave DIFFERENTLY

The Digital Transformation ‘engines’ PRACTICE….

NHS England - FYFV, Personalised Healthcare 2020

- NIB investment, CSR settlement (£1bn)

- NIB, Digital Cabinet

‘

‘Locals’

- Connecting Care –like Programme, investment & governance

- Digital Roadmap development & delivery

HSCIC - Open API layer, Code4Health

- SCR, E-RS, SUS, Spine etc

- Partnership with local delivery

Suppliers - Orion Health

- Strategic Partnership as leading EMEA reference site

- Opportunity to exploit international learning

Our Patients

Our Public

NHS England….

£4.2bn will be spent on NHS technology over the next 5 years

£1.8bn to create a paper-free NHS and interoperability for

clinicians

£1bn on infrastructure, cyber security and data consent.

£750m on transforming out of hospital care, including digital primary

care, medicines, social care digitalisation and digital urgent & emergency care

£400m to enable the NHS to become digital, including a new nhs.uk

website, apps, free Wi-Fi and telehealth

£250m for data for outcomes and research

HSCIC….

Locals - 2014

Oxfordshire Shared Record

Hampshire Shared Record

Connecting Care

Locals - 2016

Oxfordshire Shared Record

Hampshire Shared Record

Connecting Care

SIDER

Dorset Care

Record

JUYI

Single view of

the citizen

Berkshire West – Connected Care

Berkshire East – Share my care

Suppliers

5 principles of the Interoperability Charter:

• We will make available to other suppliers, the NHS and Local Authorities, the

technical specifications of our interfaces without charge

• Where there is customer demand we agree to co-operate without charge with

other suppliers in developing interfaces

• We will not reinvent the wheel and will use internationally recognised standards

where relevant

• We will only charge reasonable and proportionate fees to the end user

organisation for Licencing, Implementation and Support services required for the

interfaces.

• Where new interfaces and enhancement to existing enhancements to existing

interfaces are required, we will not charge twice for the same software

development

Creating a common and open set of APIs to support information sharing across health and care

Defining the key clinical

information

sharing needs.

Prioritising the key APIs.

Group members e.g. CCIOs,

CIOs, Vanguard, Pioneers,

PMCFs,

NHS England.

Outlining the accreditation

approach for APIs.

Group members e.g.

TechUK, CIOs, suppliers,

HSCIC.

Defining the key underpinning

components and policies, e.g.

security and authentication.

Group members e.g. HSCIC,

suppliers, CIOs, TechUK, NHS

England.

Establishing and creating the

required APIs based on clinical

information sharing needs.

Group members e.g. suppliers,

innovators, CCIOs, CIOs, NHS

England, HSCIC.

Made up of the above organisations, the

Project Board

is responsible for the assurance and

governance process.

Links to existing

communities and

signposts tools

and products.

On top of that…..

Other evidence

Starting now and lasting until forever, your health and

healthcare will be determined, to a remarkable and

somewhat disquieting degree, by how well the technology

works.

Bob Wachter, The Digital Doctor.

Clinically led improvement, enabled by new technology, is

transforming the delivery of health care and our

management of population health. Yet strategic decisions

about clinical transformation and the associated investment

in information and digital technology can all too often be a

footnote to NHS board discussions. This needs to change.

Nuffield Trust

Domain Descriptions

A. Self-Care and Prevention: We will deliver the online services that patients need to take control of their own care, which will reduce the pressure on front line services.

B. Urgent and Emergency Care: We will help to deliver the national urgent and emergency care strategy by providing the digital infrastructure, algorithms and pathways we require.

C. Transforming General Practice: We will use technology to free GPs from time consuming administrative tasks and provide patients with online services.

D. Integrated Care: We will better inform clinical decision making across all health and care settings by enabling and enhancing the flow of patient information.

E. Digital Medicines: We will enable and improve pharmacy decision making and outcomes by providing patients and prescribers with streamlined digital services.

F. Elective Care: We will improve referral management and provide an improved treatment choice for patients by automating referrals across the NHS.

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G. Paper free at the point of care: We will create an NHS “paper free at the point of care” by driving up levels of digital maturity and by enabling the NHS workforce to better utilise the benefits of digital technology.

H. Data Outcomes for Research and Oversight: We will deliver the health and care information and insight which is fundamental to informed policy making, commissioning and regulation by improving information collections, analysis and reporting.

I. Infrastructure: We will enable information to move safely and securely across all health and care settings by providing robust and future-proofed national systems and networks.

J. Public Trust and Security: We will provide the means for citizens to set their consent preferences. We will provide confidence that clinical and citizen information is held safely and securely and protect health and care systems from external threats.

Linking Programmes to Outcomes

Citizen Identity NHS.UK Health Apps Assessment & Uptake (inc wearables) Widening Digital Participation

Digital Referrals

5

Integrated Care – Business Change Integrated Care – Interoperability and Architecture Social Care Integration Personal Health Record

Digitising Community Pharmacy Pharmacy Supply Chain and Secondary Uses Integrating Pharmacy Across Care Settings 19

18

17

20

Driving Digital Maturity Digital Child Health Digital Diagnostics Workforce and Professional Capabilities

21

General Practice Operational Systems and Services Adopting Existing Technologies in General Practice Technology for General Practice Transformation GP Data for Secondary Uses

10

9

6

12

4

29

3

2

1

Clinical Triage Platform Patient Relationship Management Access to Service Information Out of Hospital Care

National Data Services Development Data Content (inc. GP data, PLICS and PCOMS) Innovative uses of Data

25

26

Self Care and Prevention

Integrated Care

Elective Care

Infrastructure

Digital Medicines

Paper Free at Point of Care

Data Outcomes for Research and Oversight

Urgent and Emergency Care

Transforming General Practice C

B

H

G

A

I

D

E

F

Cyber-Security National Opt-Out Model

Public Trust and Security

Digital Interoperability Platform and Spine NHSmail2 HSCN WiFi

11

13

14

15

16

22

23

24

27

30

31

32

33

7

8

28

J

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The Digital Transformation ‘engines’ emerging reality….

SOME people ARE leading, acting, thinking and

behaving DIFFERENTLY…..

…..Its time for the rest to do the same

Questions

Andy Kinnear - Programme Director

T: 0117 900 2552 M: 07967 005871

[email protected]

Andy_Kinnear