Chairs Housekeeping

In response to COVID-19 one of the most impactful tools at our disposal was the power of data.

• Data identified those who are most vulnerable to coronavirus.
• Data powered vital research that helped us discover new treatments that saved lives.
• Data was essential to our day-to-day response.

Giving decision makers access to accurate real-time information to make informed, effective decisions is transforming how we plan, manage, and sustain services. Across the health and care system people are using data more efficiently and effectively than ever before.

Ming Tang, the NHS’s first Chief Data and Analytics Officer, will look at how we can leverage data to equip integrated care systems with the information they need to coordinate services, improve population health and reduce inequalities. 

Case Study - InSource

Population Health Management (PHM) uses linked data sets from primary, secondary and community care as well as social care where possible. Our role at Arden & GEM is to work with Integrated Care Systems to analyse millions of data records and present information back in ways that are accessible and meaningful for clinicians and their teams. In this session we will share some of the projects we are working on with BLMK ICB to enable them to use PHM to segment their population and develop proactive interventions based on a detailed understanding of patient needs. This will include a pilot programme to co-design a diabetes dashboard to support GP practices in proactively managing care for the 67,833 patients with diabetes across the system.

Healthcare systems across the world are facing similar challenges with respect to, capacity, workforce, and performance; the deployment of new technologies offers new solutions to alleviate these issues but often relies on data looking at past activities and events.

Digital twins provide an opportunity to change this and move towards a more predictive and proactive way of working by anticipating what is going to happen and proactively planning for the future. Real time, patient level digital twins therefore provide a real opportunity for healthcare systems to evolve and develop the skills necessary to meet the challenges of today and tomorrow. 

Comfort Break

Through devolution as GM Health and Social Care partnership the city region has been on a five-year journey of collaboration around analytics. As we form as an ICS we are realising the benefits of our cloud first approach and adoption across the wider team. 

The landscape of data security and data privacy is continually evolving to meet the demands of healthcare and wider industry. The NHS relies on systems and services to be built and delivered with these principles at the forefront as well as confidential and sensitive information being shared safely and securely to save and improve lives.

In this session, Rosie will discuss why ‘Secure and Privacy by Design’ principles are becoming increasingly paramount for the delivery of patient care, and how NHS Blood and Transplant is delivering a strategic change programme across these remits, to deliver a customer centric function and support the enablement of business objectives.

Ransomware is a real and present threat for the NHS. 85% of NHS 111 services were affected by a cyber-attack on an IT supplier in 2022. These incidents cause a huge impact on the doctors and medical staff, and disruption to patient care. The consequences can be life threatening.

In this session, Andy will explore the impact of ransomware on the NHS and how attackers are changing the way they operate. You’ll hear about the steps you can take to mitigate against an attack, recover your data at scale and at speed, to minimise the impact on your patients.

Understanding the role of identity in data access and integration. 

A key question facing policy makers today is ‘how will the demand for health and social care change as the population ages?’. People are living longer, with the number of people aged 85 or older in England expected to rise from 1.3 million to 2.6 million over the next 25 years.1 Furthermore, as people age, they may have more complex health and social care needs which can sometimes lead to increased demand for health and social care.

However, as our services improve, morbidity trajectories are changing, and it's crucial we understand them to plan effectively. The Health Economics Unit (HEU) worked with the REAL Centre (part of the Health Foundation) to investigate new models to predict the long-term-conditions profile in our ageing population, the expected needs, and the diversity we can find in how people from different sociodemographic groups age.

This presentation will focus on the recently launched HSCNI data strategy and the implementation plan for this.Our vision is to To make HSC a data and insight driven organisation that improves people’s lives through the use of data. The data strategy will be delivered via the implementation of a novel organisation, dedicated to the realisation of our vision and mission. This Data Institute (the HSCDI) will act on the need to reduce duplication of effort, deliver improvements to the analyst environment and ensure better co-ordination of resources.

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