1 Using information and technology to transform health and care
2 Welcome to NHS Digital We are the national information and technology partner to the health and social care system. We re at the forefront of the drive to transform the health and care system using digital technology. Our work with data and technology supports better health and care in the NHS and develops services that empower citizens and make taxpayers money go further. Frontline professionals also rely on our live IT infrastructure and digital services to do their jobs, every day. Our data and information services are used by planners and policy makers to improve care and by researchers to find new ways to prevent illness and improve people s lives.
3 Our vision: Our work: To harness the power of information and technology to improve health and care. The NHS and social care services are facing rising expectations and escalating demand from an aging population. Digital technologies and the better use of data and information have a critical role to play in meeting these challenges, improving services and transforming the way citizens manage their own health and care. Empowers the public to make informed choices about how they use services and manage their health and care. Provides support for doctors, nurses and social workers by improving access to information and the ease with which they can collaborate with colleagues. Connects the health and social care system, improving the secure flow of information, informing research and the smarter use of resources. Maintains public trust by improving cyber security and enabling individuals preferences about the use of their data to be implemented.
4 Our plan for Our plan for focuses on transforming the way technology and information is used in 10 key areas of the health and care system. It supports the National Information Board s Personalised Health and Care 2020 strategy and is supported by a 4.2 billion government investment over five years. Data Availability for Outcomes, Research and Oversight Infrastructure Elective Care Urgent and Emergency Care Paper Free at Point of Care Integrated health and social care Public Trust and Security Other areas of development and activity Patient Engagement: Self Care and Prevention Digital Medicines Digital Transformation in General Practice
5 How is NHS Digital transforming health and care? 10areas of work Through our
6 Our programmes: Patient engagement, self-care and prevention A new generation of digital services has the potential to revolutionise how we all think about and manage our own health and care and to reduce pressure on frontline services. We are working to unlock the power of this technology by giving patients a single, secure point of access to personalised information and the tools to choose how they use services. We are building a new library of apps and wearable technologies and we are rolling out unified, free Wi-Fi across health and care to give easy digital access to patients and clinicians. Citizen Identity Providing a single, secure identity for each member of the public across all health and care services. NHS.UK Creating a single point of public access to online information and service interactions. Health Applications Recommending wearable technologies and digital applications that allow citizens to manage their health and allow clinicians to remotely monitor patients health. Widening Digital Participation Providing hard-to-reach communities with skills to help them access digital services. Personal Health Record Developing technology to support digital and online clinical interactions. Wi-Fi Providing accessible digital infrastructure for use by clinicians and patients,free at the point of care. Our investment 31.4 million (revenue) and 12.3 million (capital).
7 Did you know Patients view their GP records online 680,000 times a month
8 Urgent and emergency care Emergency departments across the country are under pressure. Digital technologies provide powerful tools not only to reduce crowding in A&E but to transform the quality of care. By improving triage of urgent and emergency cases, we can direct people to the right care, first time. A new online service and constantly updated clinical algorithms will direct patients to the most appropriate treatment, avoiding unnecessary pressure on emergency departments. Fast and secure access to patient and service information will provide much better support for clinicians treating emergency cases and result in quicker and better targeted treatment. Our programmes: Clinical Triage Platform NHS 111 Online provides digital access to patient triage and urgent care services. The Clinical Triage Platform will use next generation technology to triage patients urgent care needs. Access to Service Information Developing an open platform for clinicians to access real time and up-to-date information about available urgent and emergency care services. Our investment 15.2 million (revenue) and 8.8 million (capital).
9 Did you know The NHS Pathways clinical assessment tool has halved the cost of an urgent call.
10 Our programmes GP Operational Systems and Services Transitioning GP systems to the SNOMED clinical terminology to help minimise burden. Existing GP Technologies Increasing the uptake of online access to GP services such as appointments or prescriptions. Digital transformation in general practice Information technology has the power to revolutionise the relationship at the heart of England s healthcare system: the relationship between GPs and their patients. We are building on existing services that allow patients to interact online with their GP to provide much richer services and choice, including online consultations and better tools to manage appointments, records and prescriptions. Behind the scenes, we re also working to ease administrative burdens on general practice, link up IT systems and provide a new generation of digital solutions giving GPs better data and decision support. Technology for GP Transformation Developing the next generation of digital solutions to support clinicians and give patients greater access to online services. GP Data Implementation Improving the availability of operational data for general practice performance management, commissioning and research under appropriate governance. Our investment 15.8 million (revenue) and 7.6 million (capital).
11 Integrated care and social care Incompatible IT systems are too often getting in the way of joined-up health and social care services in England but digital technologies have immense power to do the opposite. They can link up providers, drive efficiencies across the system and provide a more seamless experience for the public. Our teams are working to get information flowing safely and securely between health, social care, mental health and community services. We re working to create the architecture, interfaces and shared standards that connect systems and allow frontline professionals to share information and improve the care they can offer. Our programmes: Interoperability and Architecture Enabling better digital information sharing mechanisms and providing common standards to support interoperability. Digital Interoperability Platform Developing information sharing capabilities and standards at national, local and patient level to improve access to patient records. Social Care Working with adult social care to improve outcomes and efficiency by increasing digital maturity and whole system integration. Our investment 23.1 million (revenue) and 8.6 million (capital).
12 Did you know The Child Protection Information Sharing system helps to protect over 72,000 vulnerable children
13 Our programmes: Digitising Community Pharmacy Accelerating digital maturity in the community pharmacy sector, including digital services for service users. Pharmacy Supply Chain and Secondary Uses Developing a fully digitised medicine supply chain and a complete view of medicine use across all health and care settings. Integrating Pharmacy Across Care Settings Maximising the opportunities for pharmacists to integrate with other professionals and contribute to patients care pathways. Digital medicines Our investment 8.1 million (revenue) and 3.6 million (capital). Twenty-two million people are already able to use the Electronic Prescription Service, which manages 1.7 million prescriptions each day. We are developing new services to support options like home delivery and online prescription management. We are building a much better view of how medicines are used across the NHS that will support more accurate, safe and efficient prescribing. And we are also connecting pharmacists to NHS IT systems, allowing this key professional group to share information with other care settings and provide better advice for their customers.
14 Did you know More than 1.3 million items are prescribed using the Electronic Prescription Service every day.
15 Our programmes: Digital Referrals and Consultations Delivering the referral assessment service ( refer now, book later ). Our investment 22.9 million (revenue) and 7.4 million (capital). Elective care The NHS Electronic Referral Service we introduced in 2015 saved the NHS 10 million in its first year of operation. It combines electronic booking with a choice of place, date and time for initial hospital appointments. We are extending its service, providing more help for clinicians managing referrals and putting patients in control. Better information about providers, comprehensive service coverage and more intuitive interfaces will provide more citizens with meaningful choices about how they are treated in hospitals and clinics.
16 Did you know Approximately 45,000 patients use the e- Referral Service every day.
17 Our programmes: Digitising NHS Providers Supporting local and national organisations to adopt digital solutions that enable new care models. Digital Child Health Transforming the collection and sharing of children s health information. Paper-free at the point of care We are working with health and care organisations to support digital innovation that meets local needs. That means helping partners get the right IT systems in place, giving specific support in areas like child health and working to ensure the health and care workforce has the skills and professional support to get the best out of technology. Digital Diagnostics Developing high quality and consistently applied diagnostic standards. Digital-Ready Workforce Equipping the health and care workforce with the skills, knowledge, values and behaviours to make best use of information and technology. Our investment 10.3 million (revenue) and 100,000 (capital).
18 Did you know 1,200 and we produced 292 peer reviewed research papers relied on our data in 2015 official, national statistical publications last year.
19 Our programmes: National Data Services Development Enhancing NHS Digital s data services by removing identifying information, improving processing and giving patients clarity about how their data is used. Data Content and New Data Collections Defining our strategic approach to data collection across the health and care system and developing an implementation plan to deliver this. Data outcomes for research and oversight We manage over 100 different data sets and collections. Our data is vital to frontline care and clinical decision making, transparency and accountability, commissioning and policy making, medical research and the life sciences industry. Innovative Uses of Data Developing new uses of data and analytics, including linked data to support Sustainability and Transformation Plans and Vanguards. Our investment 54.3 million (revenue) and 11.6 million (capital). We are developing new tools and services that support better use of this data and exploit developments in data science, such as big data and linked data, to unlock its true power. We are also playing a key role in driving up data quality and improving the security, accessibility and flexibility of the services used by researchers, clinicians and system managers to improve care.
20 Did you know Our Data Access Request Service received 1,000 applications for data and securely disseminated more than 10,000 data files in alone.
21 Infrastructure We maintain the national infrastructure critical to the day-to-day operation of the NHS. This includes the NHS Spine, which provides the technical backbone on which many services depend, connecting over 23,000 systems across more than 20,000 organisations. We aim to make better use of this infrastructure and open it up to a wider range of users. During , we will start delivery of a new data network covering health and social care services and extend use of our NHSmail 2 platform, with its improved audio, video and web conferencing capabilities, to a wider range of health and care settings. Our programmes: NHSmail 2 Using NHSmail to enable integrated and digital collaboration for social care, optometrists, dentists and other health and care settings. Health and Social Care Network: Starting the delivery of the Health and Social Care Network to provide better and more cost- effective digital connectivity for health and care. Our investment 98.7 million (revenue) and 14.3 million (capital).
22 Our programmes: Data and Cyber Security Providing national and local capabilities to further strengthen the security of data and systems across the health and care system. National Opt-Out Developing an end-to- end solution and delivery model to allow patients to set their data sharing preferences for purposes beyond their individual care. Information Governance Supporting implementation of the National Data Guardian Review of data security and information sharing. Public trust and security Public trust is critical to harnessing the power of information and technology to improve health and care. We want citizens to have complete confidence that their data is secure, shared only when appropriate, and shared only for their benefit. We provide a range of support for local organisations to build better cyber security and we are leading the technical development of the new model for implementing individuals preferences for the sharing of their data. Our investment 21.2 million (revenue) and 7.3 million (capital).
23 Did you know Our hospital activity data enables payments for 30bn
24 Key areas of activity include: National systems, networks and services: electronic prescriptions and referrals summary care records emergency and out-of- hours services screening, blood and transplant services GP payments service NHS national service desk NHS secure service NHS Spine Our other areas of work and development Throughout our 10 core areas of development and across our established services, we are working to deliver excellence, security, reliability, accessibility and responsiveness. We are also working hard to drive the uptake of our services. Data and information: primary, secondary and social care mental health prescribing population and clinical audit Others: data collection and security standards clinical governance
25 Did you know The new NHS Spine: saves 21.2 million in annual running costs is 14 times faster than its predecessor handles one third more traffic had 100 per cent messaging reliability for the past 16 months and is far easier for developers to work and innovate with.
26 Did you know A clinician accesses a Summary Care Record every 5 seconds getting fast, secure access to vital patient information
27 commitments Helping the public manage their own health and care September 2017: NHS.UK, an upgrade to the NHS Choices website, will offer personalised health and care tools to the public. Patients will initially be able to use NHS.UK to access online GP services and download their GP record. December 2017: The new NHS 111 online service will allow patients to enter their symptoms online and be directed to the right care, quickly and reliably. December 2017: All GP surgeries covered by a unified free Wi-Fi service and start rollout to secondary care settings. Complete coverage of NHS by April March 2018: Expand the Digital Tools Library to offer more patient healthcare and well-being apps. Supporting frontline professionals September 2017: Applications open for the NHS Digital Academy, a cross-system collaboration to provide CIOs and CCIOs with the skills to lead digital innovation. March 2018: Get 65 per cent of local authorities and 45 per cent of NHS settings live on the Child Protection Information Sharing system, which alerts health and social care teams when they are dealing with vulnerable children. March 2018: Provide enhanced summary care records, improving clinicians access to information from the patient s GP record, to 43 clinical commissioning groups. March 2018: Allow urgent care settings to use the Electronic Prescription Service, which sends electronic prescriptions to a patient s choice of pharmacy. December 2017: All GP surgeries covered by a unified free Wi-Fi service and start rollout to secondary care settings. Complete coverageof NHS by April March 2018: Improve information for patients about their prescriptions on the Electronic Prescription Service.
28 Improving infrastructure and integrating services October 2017: Begin migration from the system s single-supplier broadband network to the Health and Social Care Network, a new standards-based, multi-supplier system. March 2018: Complete rollout of the new NHSmail platform across community pharmacies, social care providers, optometrists and dentists. March 2018: Launch the new Health and Justice Information Service, providing digital services for prisons, immigration removal centres, youth institutes and secure children s homes. Building a smarter system that protects patient data December 2017: Speed up the system that processes information about hospital activity, providing near real time data to customers. December 2017: Deliver a safe digital environment to allow authorised researchers to access NHS Digital data remotely and securely. March 2018: Set up a new Innovation and Virtual Data Science Centre across key health and care bodies to improve use of advanced analytical techniques. March 2018: Introduce digital and non-digital systems to allow individuals to choose to opt out of the use of their data for purposes other than their direct care and ensure these preferences are implemented across the system.
29 Did you know Since our bowel cancer screening programme began, we have issued over 36 million test kits leading to the identification of more than 28,000 cancers.
30 How we work and how we improve The reason NHS Digital exists is to provide technology and information that improves people s lives. All our work to achieve this objective is underpinned by our values. We are: Professional People-focused Innovative Trustworthy We are also committed to continually improving our leadership, workforce, processes, systems and culture to ensure we are in the best possible shape to lead digital change. We recently completed a capability review to identify steps we need to take to ensure we can meet our commitments We are addressing four main areas for change: Modernising our delivery model We re improving our commercial capabilities, establishing a systematic approach to designing and delivering our products, strengthening our cyber capabilities and improving our information and analysis delivery model. Transforming how we work with customers, stakeholders and partners We re working closely with customers on new products and ways to support provider organisations to accelerate their adoption of our services. We re fostering innovation by stimulating new thinking on data, technology and building creative communities. Improving accountability, governance and decision-making We are embedding an integrated assurance process across our programmes, establishing a new investment sub-committee of our board and working to improve system-level governance. Developing our workforce to respond to demand and improving workforce planning We are improving workforce planning, extending our graduate and apprenticeship schemes and digitising our recruitment processes. We will produce a new locations strategy and develop flexible recruitment, development and retention models to ensure we have the right talent to meet our commitments.
31 The work of NHS Digital is delivered in line with the National Information Board s Personalised Health and Care 2020 strategy and is supported by a 4.2 billion Government investment. We are the lead national delivery organisation for the 10 Domains of Delivery of the strategy (as outlined in this document) which connect the work of all partners to clearly defined benefits for the public and frontline company/nhs-digital v1.3 10/17
Briefing: NIB Priority Domains Update on the Roadmaps June 2015 Following the publication of the Five Year Forward View and the Framework Personalised Health and Care 2020, the National Information Board
... 2020 Objectives July 2016 1 About NHS Improvement NHS Improvement is responsible for overseeing NHS foundation trusts, NHS trusts and independent providers. We offer the support these providers need
The Forward View Into Action: Paper-free at the Point of Care Guidance for Developing Local Digital Roadmaps 1 April 2016 Paper-free at the Point of Care: Guidance for Developing Local Digital Roadmaps
The Future of Primary Care Martin Roland University of Cambridge General practice in Denmark, and in many other developed countries, is suffering at the current time due to a shortage of GPs and a rapidly
CONSULTATION ON THE RE-PROCUREMENT OF THE NHS DIABETES PREVENTION PROGRAMME - FOR PRIMARY CARE AND LOCAL HEALTH ECONOMIES Background: 5 million people in England are at high risk of developing Type 2 diabetes,
the voice of NHS management briefing MARCH 2004 ISSUE 96 Electronic booking an initial guide to implementation Keeping abreast of IT Everyone who plays a leading or frontline role in the delivery of high-quality
NHS Bradford Districts CCG Commissioning Intentions 2016/17 Introduction This document sets out the high level commissioning intentions of NHS Bradford Districts Clinical Commissioning Group (BDCCG) for
NHS 111 Introduction The NHS 111 service is being introduced to make it easier for the public to access healthcare services when they need medical help fast, but it s not a lifethreatening situation. The
Improving General Practice for the People of West Cheshire Huw Charles-Jones (GP Chair, West Cheshire Clinical Commissioning Group) INTRODUCTION There is a growing consensus that the current model of general
Urgent Treatment Centres Principles and Standards July 2017 NHS England INFORMATION READER BOX Directorate Medical Operations and Information Specialised Commissioning Nursing Trans. & Corp. Ops. Commissioning
Item 17 Appendix 1 Hambleton, Richmondshire and Whitby Clinical Commissioning Group IMT Strategy (April 2015 March 2018) Final Version (v1) Author: Angela Wood, YHCS Locality Programme and Delivery Manager
Implementing Medicines New Zealand 2015 to 2020 Medicines New Zealand Access Quality Optimal use Released 2015 health.govt.nz Citation: Ministry of Health. 2015. Implementing Medicines New Zealand 2015
NHS Pathways and Directory of Services Core Narrative Purpose The NHS Pathways and the Directory of Services core narrative has been designed to support NHS communications leads and/or project managers
Inside Government 2016 Keith Willett Medical Director of Acute Care NHS England Urgent and Emergency Care Implementation of the Review www.england.nhs.uk The NHS has changed little but. Medicine has changed..
On behalf of: NHS Leeds North Clinical Commissioning Group NHS Leeds South and East Clinical Commissioning Group NHS Leeds West Clinical Commissioning Group Sharing Healthcare Records An overview of healthcare
NHS 111 Service Specification NHS 111 Programme Version 2.8 November 2011 Document control Audience Document Title Document Status NHS 111 programme and stakeholders NHS 111 Service Specification Approved
Discussion with partners Our values Glossary of terms We will: put the patient at the heart of everything we do. treat each and every person well, with respect and dignity. always be open, honest and fair.
We need: Better Access Better Health Outcomes Greater Practice Efficiency Reduced Commissioner Costs What is? 1. Self-help tools that allow patients to safely manage a proportion of their own needs without
Equality and Health Inequalities Strategy 1 Schematic of the Equality and Health Inequality Strategy Improving Lives: People and Patients Listening and Learning Gaining Knowledge Making the System Work
CGI e-carelogic enhancing care across the health economy Connected healthcare from CGI cgi.com 2 Want to get the most out of your existing systems? Whether you are a clinician, administrator or manager,
Acute Care Solutions A range of modern, intuitive and marketleading solutions for the next generation of hospital IT Our acute care suite is a modern, fully-modular, NHS solution, which can be built to
the voice of NHS leadership briefing AUGUST 2008 ISSUE 170 The 2008 Health Informatics Review Key points Lack of progress with key aspects of the National Programme for IT, particularly the NHS Care Records
The online triage and consultation tool transforming general practice View a working demo at econsult.net This project has the rare potential to both significantly enhance the quality of healthcare provision
Ontario s Digital Health Assets CCO Response October 2016 EXECUTIVE SUMMARY Since 2004, CCO has played an expanding role in Ontario s healthcare system, using digital assets (data, information and technology)
Next Steps on the NHS Five Year Forward View easy read About this document This document uses easy words and pictures. You might want to read through it with someone else to help you to understand it more.
What comes into force in April 2017? From new business rates to a new two-year national tariff, April 2017 ushers in a raft of new measures, requirements and legislative changes that will affect NHS organisations,
UEC system outcomes and measures Ciaran Sundstrem Senior Programme Lead: Urgent and Emergency Care Review NHS England NHS Confederation: UEC Review update Ciaran Sundstrem 25 March 2015 Urgent and Emergency
Health and care in South Yorkshire and Bassetlaw Sustainability and Transformation Plan a summary Introduction This is the summary version of the South Yorkshire and Bassetlaw Sustainability and Transformation
NHS Hammersmith and Fulham CCG and NHS England (London) Medical Directorate Clinical Review of Dr Jefferies and Partners GP at Hand service 1. Introduction Dr Jefferies & Partners (a practice within NHS
Cambridgeshire and Peterborough Sustainability and Transformation Plan / Fit for the Future Programme Frequently Asked Questions Second Edition Contents Introduction to the Sustainability and Transformation
Mid and South Essex Success Regime Overview and next steps Andy Vowles, Programme Director 18 April 2016 What s in this briefing Part 1 overview Background to the Success Regime Action to date The challenge
Driving Business Value for Healthcare Through Unified Communications Even the healthcare sector is turning to technology to take a 'connected' approach, as organizations align technology and operational
Milton Keynes CCG Strategic Plan 2012-2015 Introduction Milton Keynes CCG is responsible for planning the delivery of health care for its population and this document sets out our goals over the next three
The North West London health and care partnership Sept 2017 The North West London health and care partnership Introduction In 2016, over 30 NHS organisations and local authorities came together to develop
Hillingdon 111 Programme: An introduction to the new 111 telephone helpline and Directory of Services (DOS) Helen Delaitre, Lead for Unscheduled Care Introducing NHS 111 The easy to remember, free to call
Direct Commissioning Assurance Framework England NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning Development Finance Human Resources
NICE Charter 2017 Who we are and what we do 1. The National Institute for Health and Care Excellence (NICE) is the independent organisation responsible for providing evidence-based guidance on health and
Affiliated Teaching Hospital BOARD OF DIRECTORS 28 TH SEPTEMBER 2012 AGENDA ITEM: 11.1 TITLE: INTENSIVE SUPPORT TEAM REPORT PURPOSE: The Board of Directors is presented with the report from the Intensive
NHS community pharmacy advanced services Briefing for GP practices August 2013 This document has been developed jointly by NHS Employers, the Pharmaceutical Services Negotiating Committee (PSNC) and the
MHRA response to the Independent Review on access to clinical advice and engagement with the clinical community in relation to medical devices The MHRA warmly welcomes the independent report Expert Clinical
Urgent & Emergency Care Transformation NHS England Guidance Documents Key Reference Points for NHS Ambulance Services January 2016 1 This document is intended as a quick guide to locate references to some
NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Centre for Health Technology Evaluation Increasing capacity within Technology Appraisals Consultation comments proforma Name Role Organisation E-Mail Address
Digital Smart City Strategy Call for Submissions from Industry REQUEST FOR IDEAS (RFI) This document contains a Request for Ideas (RFI) on how the City of Cape Town (the City) can apply digital technology
The Symphony Programme an example from the UK of integrated working between primary and secondary care Jeremy Martin, Symphony Programme Director About South Somerset 135,000 population, older age profile
CANCER NHS NHS Improvement Diagnostics DIAGNOSTICS HEART LUNG STROKE NHS Improvement - Diagnostics Top tips to overcome the challenge of commissioning diagnostic services Top tips to overcome the challenge
South Yorkshire & Bassetlaw Health and Care Working Together Partnership Memorandum of Understanding Agreement Final Draft June 2017 1 Title Drafting coordinator Target Audience Version V 0.3 Memorandum
econsult from webgp Virtual Clinics in Primary Care Setting up and Running Virtual Clinics Conference May 2016 Dr Murray Ellender MRCGP MCEM In the next 20-30 minutes. What is econsult? Who are the Hurley
CT Scanner Replacement Nevill Hall Hospital Abergavenny Business Justification Version No: 3 Issue Date: 9 July 2012 VERSION HISTORY Version Date Brief Summary of Change Owner s Name Issued Draft 21/06/12
Briefing October 2017 The non-executive director s guide to NHS data Part one: Hospital activity, data sets and performance Key points As a non-executive director, it is important to understand how data
Big data in Healthcare what role for the EU? Learnings and recommendations from the European Health Parliament Today the European Union (EU) is faced with several changes that may affect the sustainability
healthfit caring listening improving grampian clinical strategy 2016 to 2021 1 summary version For full version of the Grampian Clinical Strategy, please go to www.nhsgrampian.org/clinicalstrategy Document
PATIENTS WANT A HEAVY DOSE OF DIGITAL Healthcare consumers in Saudi Arabia want a digitally enabled care experience to better manage their health. Healthcare consumers want to take control of their data
The Sustainability and Transformation Plan (STP) for Buckinghamshire, Oxfordshire and Berkshire West (BOB). A short summary. The problem which the STP was set up to solve is a financial one, to balance
DELIVERING THE LEFT SHIFT IN ACUTE ACTIVITY THE COMMUNITY MODEL 1. Introduction The Strategic Outline Case (SOC) and subsequent developing Outline Business Case (OBC) for the reconfiguration of acute hospital
National Primary Care Cluster Event ABMU Health Board 13 th October 2016 1 National Primary Care Cluster Event - ABMU Health Board Introduction The development of primary and community services is a fundamental
NHS England South West E mail: email@example.com 10 November 2017 Dear Colleague, Winter Plans and Arrangements for Primary Medical Care Services during the Christmas and New Year Period
KPMG Digital Health Pulse 2017 April 2017 Research purpose and design To identify key perceptions about the pace of digital health adoption and key challenges to implementing virtual care programs at hospitals
ICT in Northern Ireland Dr Jimmy Courtney NIGPC Introduction Partner in Holywood c 15000 patients on two sites Vision User previously Vamp from c 1990 Chairman of NIGPC IT sub-committee Member NI ICT Programme
1 The Community Based Target Model Integrated Single System Leadership and Management The Core (as a minimum all LCNs should encompass) Working with High Impact Changes Lambeth Serving geographically coherent
EMERGENCY CARE DISCHARGE SUMMARY IMPLEMENTATION GUIDANCE JUNE 2017 Guidance for implementation This section sets out issues identified during the project which relate to implementation of the headings.
North West London Sustainability and Transformation Plan Summary Being well, living well: a sustainability and transformation plan for North West London November 2016 Have your say We want to hear your
Faculty of Life Sciences and Medicine Department of Primary Care & Public Health Sciences Stage 2 GP longitudinal placement learning outcomes Description This block focuses on how people and their health
Digital Strategy 2017-2020 March 2017 Table of Contents 01 Foreword 04 Where are we now? 02 Introduction 05 Digital Transformation Programme 03 Future Vision 06 Acknowldegement Digital Strategy 2017-20
Preamble Knowledge, prevention and management of disease has changed dramatically in recent decades. In addition to the responsibility of governments to provide the fundamental right of health, citizens
Urgent and Emergency Care Summit 21 March 2017 Reflections on the year 2 A&E performance 2013/14 2016/17 3 5 year forward view 4 Channel Shift 5 Purpose of event To bring together the south system leaders
PLEASE DO NOT KEEP THE ORIGINAL OF THIS DOCUMENT OPEN AND LOCKED SAVE A COPY! Business Plan April 2017 to March 2018 1 Contents: Introduction Our plan in summary Part 1 Overview Our purpose, role and values
Preventing type 2 diabetes in England THE CONTEXT Diabetes is the fastest growing health issue of our time, and in line with rising obesity, prevalence is projected to continue rising. The NHS Five Year
Our Healthier South East London Consolidated Strategy Draft v1.0 June 2015 Section Page No. Executive Summary 3 Purpose of the document 35 Introduction to south east London 38 Introduction to the Our Healthier
B SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST CHIEF EXECUTIVE S BRIEFING BOARD OF DIRECTORS 16 NOVEMBER 2016 1. Integrated Performance Report The Integrated Performance Report is attached at Appendix
Please find below APTUKs views to the proposals for change in Community Pharmacy as discussed at the Community Pharmacy in 2016/2017 and beyond stakeholder meeting on the 4 th February 2016 Introduction
Nursing Strategy 2016-2021 Nursing Stratergy 2016-2021 PAGE 1 2 PAGE Nursing Stratergy 2016-2021 foreword Welcome to Greater Manchester West Mental (GMW) Health NHS Trust s Nursing Strategy. This document
Pharmacy Schools Council Strategic Plan 2017 2021 November 2017 PhSC Pharmacy Schools Council Executive summary The Pharmacy Schools Council is seeking to engage with all stakeholders to support and enhance
Focus on funding and support in general practice 2017 British Medical Association bma.org.uk British Medical Association Focus on funding and support for general practice 1 Contents Introduction... 2 Workforce...
SM IMPROVING EFFICIENCY AND COST SAVINGS Technology Solutions for NHS Hospitals IMPROVING EFFICIENCY IN A CHANGING HEALTHCARE TECHNOLOGY ENVIRONMENT NHS hospitals and their managing trusts are challenged