Developing a city ‘blueprint’
Julie Oxley
Head of Information Management & Technology
Leeds City Council
To maximise the value
and delivery
of public services in a city there’s a lot of
‘joining up’ to do…..
Some strategic ‘joining’ between health
and social care…..
- Health and Well Being Board
- Joint Health and Well Being strategy
- Joint Strategic Needs Assessment
- Better Care Fund
etc.
In practical terms, joining up…..
-Teams
-Departments
-Functions
-Organisation
-Services
-Sectors
-Organisations
-Cities
Complexity
In technology terms, joining up…..
People – Process – Technology
To account for all of this, need to make the
shared case for change and begin to speak
a common language
“Patient/Citizen”
“The Leeds £”
‘Blueprints’ have been useful…………
BUT FIRST
Joined up governance………
(circa 2012)
Leeds Informatics
within the governance for Health and Social Care transformation
Health and Wellbeing Board
via
Health and Social Care Transformation Board
Commercial and Academic
links
Leeds Informatics Board
Local
Authority
CTO
Chair – Dr J Broch
CCG North, Chair
City-wide Leadership
Office
LTHT
Executive
City-wide Clinical leader
ASC
Children’s
Senior
Officer
Senior
Officer
LYPFT
Executive
LCH
Executive
CCG
Senior Officers
Primary Care
Senior GP/s
Informatics Director
Programme Manager
Variable resources inc.
Project Management, expert
advisors/specialists, admin, Finance
Partners:
City-wide
Programme
Management Group
Senior Reps from Local departments
LCC IT
Local Informatics departments and resources
-
CCGs x 3
Leeds Teaching Hospitals
Leeds Community Healthcare
Adult Social Care
Leeds City Council
Leeds and York Partnership
FT
Primary Care
‘Blueprint’ 1
(circa 2012)
Improved Contract Mgt
Event linkage
Improved
Needs assessment
needs assessment
Costing analysis
Data
Warehouse
Monitoring/
commissioning system
‘Plan on a Page’ - Building blocks to achieve the Leeds informatics ‘Vision’
Improved health intelligence
Risk Stratification
Contract and additional data flows
Knowledge Management
Telecare and Telehealth
Between
organisations
Pathway Management/Visibility/Clinical Decision Support
Leeds Care Record
e-messaging
Order Communications
Risk Stratification
Summary Care Record (SCR)
Programme/Project Management Business Analysis and process re-design
Patient/client
access to records
Data Protection/Caldicott/Sharing
IT Infrastructure linkages inc. LCC city-wide facilities e.g. ‘superfast cities’
Research
Interoperability standards
Paper-light processing inc. Digitised/e-records
NHS Number
Provider organisations
Wireless technology
Mobile working
Integration Engine
LTHT
Full range
of
integrated
clinical
systems
LYPFT
Full range
of
integrated
clinical
systems
LCH
Full range
of
integrated
clinical
systems
IG Toolkit
Primary Care
Hosted
nationally
compliant
systems
Social Care
Full range
of
strategic
systems
Independent
and
3rd
sector
systems
YAS
This common framework enabled……..
Improved Contract Mgt
Event linkage
Improved
Needs assessment
needs assessment
Costing analysis
Data
Warehouse
Monitoring/
commissioning system
‘Plan on a Page’ - Building blocks to achieve the Leeds informatics ‘Vision’
Improved health intelligence
Risk Stratification
Contract and additional data flows
Knowledge Management
Telecare and Telehealth
Between
organisations
Pathway Management/Visibility/Clinical Decision Support
Leeds Care Record
e-messaging
Order Communications
Risk Stratification
Summary Care Record (SCR)
Programme/Project Management Business Analysis and process re-design
Patient/client
access to records
Data Protection/Caldicott/Sharing
IT Infrastructure linkages inc. LCC city-wide facilities e.g. ‘superfast cities’
Research
Interoperability standards
Paper-light processing inc. Digitised/e-records
NHS Number
Provider organisations
Wireless technology
Mobile working
Integration Engine
LTHT
Full range
of
integrated
clinical
systems
LYPFT
Full range
of
integrated
clinical
systems
LCH
Full range
of
integrated
clinical
systems
IG Toolkit
Primary Care
Hosted
nationally
compliant
systems
Social Care
Full range
of
strategic
systems
Independent
and
3rd
sector
systems
YAS
Allowed Informatics to be a key part of
joined up ‘transformation’ ………
(circa 2014)
TRANSFORMATION PROGRAMMES
ENABLING GROUPS
Children’s
Urgent Care
Finance Task
Group (DOFs)
Julian Hartley
HWB
West Yorkshire Workstreams
Cancer
Stroke
Informatics
Board
ICE
Leeds Health and Social
Care
Transformation ‘Portfolio’
Board
Jason Broch
PMO
Strategy
Group
Workforce
Phil
Corrigan/Bryan
Machin
Quality
Improvement
with Leeds
University
Elective Care
Simon Stockill/
Susan Robins
Gordon Sinclair
Estates Group
Chris Butler
Communication
s and
Engagement
Group
Adult
Integrated Care
and Prevention
Andy Harris
Ian Cameron
Urgent Care
Nigel Gray/Jason
Broch
Effective
admission &
discharge
Goods &
support
services
Phil Corrigan/
Sandie Keene
Chris Butler
Growing up
in Leeds
Nigel
Richardson/ Matt
Ward
In-patients
Identification
and risk
stratification
Operational
group
Emergency
admission
avoidance
Estates
Best Start
Outpatients
including
diagnostics
Primary
prevention
Population
management
Improving
hospital
discharge
Supplies
Family support
Cancer
Pathway
development
System
development
Community
beds service
Rob Kenyon/Phil
Corrigan/
Emotional and
mental health
Primary Care
Gordon Sinclair
Integrated
system change
Pioneer
Rob Kenyon
Selfmanagement
Complex
needs
Best transition
into adulthood
BCF
Matt Ward/Dennis
Holmes
Prevent entry
into Care
‘Blueprint’ 2
(circa 2012)
Simplification and
refinement:
3 TIERS of delivery:
Time
Clinical Integration
Clinical Support
Tools
Business Intelligence
Tier 1
‘primary’
use’ of data
Tier 2
Tier 3
‘secondary
use’ of data
Strategic requirements for transformational
change.……..
6 features of a transformational Informatics platform:
•
•
•
•
Centred around patients or individuals
Common data definitions
Covers all types of care
Relevant parts of the clinical record can be accessed by all
parties involved in care
• Templates and expert systems to support appropriate and
consistent quality of care
• Information collected and extracted to support holistic
analysis and intelligence
‘Blueprint’ 3
(circa 2013)
In practical terms, joining up…..
-Teams
-Departments
-Functions
-Organisation
-Services
-Sectors
-Organisations
-Cities
Complexity
Overlay:
Clinical Integration
Clinical Support Tools
Business Intelligence
‘Blueprints’ 2 and 3 have enabled:
- Case to establish a city Intelligence Hub
- Case to progress citizen-driven health agenda
- Strengthened the city PSN case
- Recognition that more is required than ‘simply’
integration
- Formed part of our ‘Tech Fund 2’ bid [LCC led]
- Forms our dialogue with other Pioneer cities
- Dialogue around Better Care Fund
- Basis for a more formal exploration on enduser compute opportunities
Recommend the use of shared (and evolving)
models/blueprints to form the basis for:
- Common language (internal and external)
- Common goals
- Engagement across sectors
- Development of business cases
- Programme of delivery
- Governance framework
- QUESTIONS -