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.

1. The Future’s Digital
WIN Open Network – Mental Health
10th September 2015

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
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
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
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
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
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
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
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
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
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