What Does Good Look Like?: Defining the vision and standards that drive better habits and results: 16 (The Productivity Improvement Series)

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ensure that your ICS digital and data strategy has had wide input from clinical representatives from across the ICS Boards are equipped to lead digital transformation and collaboration. They own and drive the digitally enabled transformation journey, placing citizens and frontline perspectives at the centre. lead the delivery and development of an ICS-wide intelligence platform with a fully linked, longitudinal data-set (including primary, secondary, mental health, social care and community data) to enable population segmentation, risk stratification and population health management ensure that your digital and data strategy has had wide input from clinical representatives from across the organisation variable performance across the business, affecting customer perception of quality and not having a basis for continuous improvement.

have a system-wide strategy for building multidisciplinary teams with clinical, operational, informatics, design and technical expertise to deliver the ICS digital and data ambitions In Lancashire and South Cumbria Trust, we have worked hard to move towards this model with patient representatives on our patient portal project board. There is no greater authentic voice than that of a person who has had to navigate the complex landscape that is our modern NHS – and we would ignore this at our peril. As a result, it is incumbent upon us to actively seek out “experts by experience” to partner with us in delivering transformation that works. Where patient councils or equivalents don’t exist, there will be plenty of voluntary sector patient organisations we can link in with to seek support. None of this of course is a substitute for doing wider patient engagement, but without patients’ voices being present in the decision-making spaces, we are only doing half the job. In the future it’s planned money will move away from national funding programmes, with funding for local technology spend allocated to ICSs.Other measurement systems are focused either on pure outcomes (which are interesting, but don’t help operationally, and are not linked to investment – for example an academic definition of wellbeing or happiness) or on efficiency (unit costs and spending) in isolation from performance.

Vague definitions. Without good definitions, there’s little chance that everyone in the company will get a clear understanding of the program’s goals and how they’re going to go after them. For example, goals that are overly lofty (“world class”) are not as helpful as more specific ones (“99.6% reliability”). ensure that local ICS and place-based decision making forums, including PCN multi-disciplinary teams, have access to timely population health insight and analytical support create integrated care models for at risk population groups, using data and analytics to optimise the use of local resources and ensure seamless coordination across care settings ensure ICS-wide clinical systems meet clinical safety standards as set out by DTAC and DCB0129 and DCB0160 own an ICS-wide digital and data strategy that drives ‘levelling up’ across the ICS and is underpinned by a sustainable financial planenhance your collaborative and multidisciplinary care planning using an array of digital tools and services alongside PRSB standards

use data and analytics to redesign care pathways and promote wellbeing, prevention and independence (for example, identifying patients for whom remote monitoring is appropriate) Leaders should communicate continuously, from the start of design through the implementation and beyond. Some may need coaching to ensure the message is delivered consistently, to reduce confusion. establish a clear process for reviewing and responding to relevant safety recommendations and alerts, including those from NHS Digital (cyber), NHS England and NHS Improvement, the Medicines and Healthcare Products Regulatory Agency (MHRA) and the Healthcare Service Investigation Branch (HSIB)Comparable data is only gathered for things which are easily measurable (usually efficiency or unit cost metrics). Your ICS has a clear strategy for digital transformation and collaboration. Leaders across the ICS collectively own and drive the digital transformation journey, placing citizens and frontline perspectives at the centre. All leaders promote digitally enabled transformation to efficiently deliver safe, high quality care. Alongside the What Good Looks Like guidance, NHSX has published a proposal for ‘Who Pays for What’, which aims to set out a clearer division of responsibility for technology funding.

promote the use of systems and tools to enable frictionless movement of staff across the ICS - allowing staff from different organisations to work flexibly and remotely where appropriate The framework sets out seven success measures including whether digital transformation is well led; ensures smart foundations; safe practice; supports people; empowers citizens; improves care; and healthy populations.

managers setting unclear expectations about performance targets with ambiguous orunrealistic targets, and consequently getting less out of their people than they arecapable of As the national CIO, I am really delighted we are at the stage of publishing [the guidance] because I think it’s my role to provide that leadership and ensure we’re helping and inspiring local leaders and boards on their digital transformation journeys,” Patel added. create and encourage a digital first approach across the ICS and share innovative improvement ideas from frontline health and care staff The OEMS project leaders looked at several areas, one of which was the execution of engineering studies. In this and other areas marked for improvement, they mapped out the current situation and then applied the framework of an OEMS, asking “Is it performing up to expectations, and if not, what is the gap?”