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Transform the future is digital win

Charlie Young presented at the West Midlands Informatics Network Open Evening that brought together healthcare and industry professionals interested in the development and propagation of technology and data in healthcare provision.

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Transform the future is digital win

  1. 1. The Future’s Digital WIN Open Network – Mental Health 10th September 2015
  2. 2. 2 introduction The Future’s Digital Published a year ago Personalised Health & Care 2020 Published two months later Systematic review on the value of digital in statutory mental health. Recommendations targeted key enablers to support services being enhanced at scale Using data and technology to transform outcomes for patients and citizens in order to improve health, transform the quality of care and reduce costs
  3. 3. 3 So where are we now? “Organisation as a whole needs to understand the potential” “Need better modelling and collaboration with social services to place patients “ “Not everyone is on the same EHR… many GPs are on System 1” “Lacking data integration – e.g. wards don’t have access to records from social care packages” “Lack of transparency for people managing pathway” “Patients are not seen as individuals….They are treated as new patients each time they appear” “Clinicians need to develop an interest in inter- operability….contextualised around solving problems” “We need to have a clear understanding of what the patient needs and wants…”
  4. 4. 4 Determining the ambition at the local level Siloes of eMental Health apps will all serve a purpose, but do you know what that purpose is? Is it a common purpose? Even – is it tactical or strategic? “An integrated health system, operating across care setting boundaries and enabled by technology to deliver an enhanced and efficient patient-centred experience of care”
  5. 5. 5 So, we need to contextualise the hyper-local in the big picture Patient- centred care culture What are the goals for mental health services… …In the context of an integrated, shared health economy? What will these services look like in 5 years… …in terms of ways of working, skills and culture? How will technology enhance MH services… …and how will it contribute to the strategic plan? What is the value of remote care… …and how will it empower patients and reduce effort?
  6. 6. 6 It’s not about the tech, it’s about the user If technology is purchased without a clear definition of why the system or process was ineffective to begin with, how can it transform the way things are done? Digital, by definition, is there to be disruptive Health personalities help to focus technology on service transformation Snapshot of physical and mental health circumstances Needs & wants Lifestyle insights Habits & behaviours
  7. 7. 7 Patient journey map – experiences make care unpredictable Hospital discharge and pre-consultation Outpatients appointment Pre-admission appointment Surgical admission Post-operative discharge and self- care The journey map was generated by the team, identifying the patients’ experiences as he flowed through care services provided by the hospital and locally. It also contextualised his experiences – how his mental wellbeing, his physical health and life activities were contributing or being affected by the manner in which his care and support was provided.
  8. 8. 8 Delivering tactical solutions – avoid silo’s of technology Identify needs from journey mapping and develop needs backlog Complete ideation exercises to develop possible solutions Compile solution business cases and plan solution backlog Build solution ‘n’ for pilot evaluation and rapid evolution to beta Evaluate effectiveness and impact of solution Scale successful solutions to appropriate system- levelBuild next solution on the solution backlog… Improvement cycles What are our design principles? Would an enterprise platform make sense? What is a pass-fail criteria? What are the KPI’s of success? How do we prioritise improvements? Iterate back-end Digital & Data infrastructure
  9. 9. 9 Start with user needs Service design starts with identifying user needs. If you don’t know what the user needs are, you won’t build the right thing. Do less Don’t design something to replace existing technology that already works well and can be adapted Design with data Let evidence and data drive decision-making, not hunches or guesswork Make it simple Ensure the design of solutions and improvements overcome unnecessary steps Iterate frequently The best way to build good services is to start small and iterate frequently Make it accessible Everything we build should be as inclusive, legible and readable as possible Understand context Think hard about the context in which users are using our services Build a service, not a site A service is something that helps people to do something. Our job is to uncover user needs, and build the service that meets those needs Be consistent Use the same language and the same design patterns wherever possible.This helps people get familiar with our services
  10. 10. 10 Business leadership and stakeholders engaged throughout Backlog of programme requirements that need to be delivered Prioritised activities set out in order of importance to the project Sprint planning sessions determine the aims & activities of the next sprint Activities required in the sprint to complete the objective Planning should make it possible for all tasks to be completed within the sprint. However the end date of the sprint does not change if they are not The team Client lead Delivery Manager ‘Show & Tell’ (Sprint Review) Daily Stand-Up Completed work Sprint Retrospective Progress measurement Team selects as many tasks as it believes can be delivered by the end of the sprint Agile works excellently for technology, why not for change?
  11. 11. 11 Six Things Ground-up innovation culture Start with a vision Digital enablers transformation Be open, be enterprise Understand your users Leverage behavioural change in digital relationships