Digital Health Agenda

• Digitally enabled and enhanced programmes of work to tackle the workforce crisis and backlog
• National data collection on workforce statistics, retention, satisfaction, benefits, and conditions
• Removing barriers to sharing workforce, workload, and capability across ICS’s
• Delivering training digitally to enhance skills and breadth of frontline delivery
• Data driven rostering and service optimisation
• Raising the profile of digital opportunities for nurses – connecting IT and clinical career paths
• Improving the working lives of clinicians and staff in the NHS through system change
• Professionalisation, delivering career pathways and multidisciplinary digital teams
• Supporting digital ways of working from undergraduate all the way to continuing CPD
• Enhancing the support mechanisms which develop digital skills and showcasing their access and ROI for the wider workforce
• Elective recovery, outpatients transformation, virtual wards and other key policy areas

• Enabling engagement with the workforce at all levels and building trust relationships with a pressured frontline
• Giving up power the people you represent and offering them a voice during transformation – service users, staff etc
• Managerial style, change management, delivering true collaboration through compromise and shared goals in the context of real outcomes
• Understanding colleagues from across health, care and local government across the ICS
• Trust, connecting budgets, working collaboratively for shared goals and outcomes
• How do we ensure leaders have the skills to deliver a vision that is inclusive and achievable
• Developing partnerships with a private sector based upon collaboration, trust and common focus
• Working with the existing skills pool – making the NHS an attractive place to work – direct employment versus through 3rd parties
• Skills that exist regardless of job ‘role’ so we might move people into roles that exist or new roles we aren’t aware we need yet
• Structuring innovation for success and driving sustainable systematic improvement in the context of a localised agenda

• An inefficient service digitised is still an inefficient service 
• Can we solve capacity issues, waiting lists, patient experience and clinician capability with digital or does the system need reconfiguring? 
• Service design, co-production with patients and a focus on outcomes rather than technology requirements  
• Do we need to consider new ways of working? 
• Hospital at home, virtual wards etc
• If your digital transformation has produced a number of dangerous workarounds – how do you work around work arounds  
• COPI notices – what impact do they have on data flow for patients and therefore impacting effectiveness of pathways 
• Value-based healthcare starting with patient outcomes- applying this back into the pathway; looking at end point outcome and rolling this back into  
• Before looking to transformation, how can you optimise your current technology offering and use your EPR to best compliance  
• How tools can enable onboarding and ongoing support for software skills to improve processes and make services more efficient 

• What does it mean to be a net-zero health care system?
• What do national carbon emissions targets mean for staff on the ground and changes in working?
• Providing care closer to home: Is digital the green solution we think it is?
• How do AI tools fit into this picture?
• The intersection between sustainable health offering and health inequalities:
• What do digital innovators need to know when working with the NHS for environmental sustainability? How do you assess your environmental impact?

• As the collection and curation of operational and staffing data becomes more prevalent how can we use this as a predictive workforce modelling tool?
• Developing system resilience to known challenges such as winter, bank holidays etc.
• Levelling up capacity to manage the fluctuations in patient demand
• Data intelligence to understand the capacity versus demand of the system – combining admissions data with rostering
• Finding digital solutions to reduce reliance on bank shifts, agencies and dangerously understaffed services
• Funding – capacity – ICS workload
• Covid a new winter challenge

As healthcare becomes more digitally driven, the role of network performance has become a critical path for the delivery of care. Lives depend on the network being 100% reliable, which means the network cannot go down or be compromised. How can you create a network that not only keeps everyone securely connected 24/7, but also enables a more digital future and gives staff time back to focus on what matters most?

Join Aruba – a Hewlett Packard Enterprise company – as Simon Wilson (CTO for Aruba UKI) unpacks the principles of network modernization for healthcare. We’ll cover:

• How to build a worry-free network that enables connectivity at scale, simplified and intelligent security, flexibility and agility – ready for today’s and tomorrow’s digital demands.
• How innovations in networking technology, such as cloud-based networking and network as a service, can help healthcare do more with less and manage the current staffing shortfall.
• How a modern network can unlock new efficiencies – from simplified network management to digital wayfinding – giving staff more time to focus on patient care.

Simon will also draw from examples of successful network transformation from local UKI healthcare organizations, including Nuffield Health.

• Raising the profile of DDAT+ opportunities in the NHS to the wider workforce
• Confronting the realities of workforce skills gaps
• Support mechanisms to drive skills development within the current workforce
• Attracting talent, making the NHS a good place to work for people who can also put their skills to use in the private sector
• National and local support systems and strategies to balance capabilities across regional areas of the UK
• Goldacre Review – what impact has the assessment of the data affect roles, skills and capabilities

As one of the largest hospitals in the Netherlands with more than 6,500 employees, Elisabeth-TweeSteden Ziekenhuis (ETZ) first sought a solution to train healthcare personnel in the use of the EPR more effectively. Their clinical education program’s vision: a hybrid training model that provides on-the-job assistance that addresses different learning styles and preferences.

The once thought to be impossible is now possible. Join us to learn how ETZ is leveraging technology to increase clinician EPR efficiency and satisfaction by:

• Reducing time in new hire onboarding
• Eliminating how-to frustration in the EPR with training materials in the workflow
• Saving clinicians valuable time to focus on what matters most – their patients

• Building your digital teams to enhance your transformation delivery 
• What skills are key and what is your minimum viable team? 
• How much of your team should be multidisciplinary partners from across the trust? 
• Are there roles only required for certain elements of digital transformation? 
• A look at the FCI Core Competency Framework and the Strategy Unit work on analyst team development 

Abstract: Every healthcare organisation around the world grapples with three concurrent imperatives: better healthcare outcomes, operations, and patient experiences. 
 
Supporting connectivity in clinical settings is critical to achieving the highest quality patient and clinician experience.

• How can initiatives like GIRFT enable meaningful implementation of efficiency transformation projects? Leverage digital technologies to do this at scale and pace to have maximum impact
• Improving patient safety and removal of risk – learnings from the RaDonda Vaught case
• Can we automate back-office and admin tasks to release clinicians’ time to focus on caring for patients?
• What does this look like for different areas of healthcare delivery such as Primary Care, Community Care etc?
• Recognising the multi-disciplinary skills required to face this challenge: e.g. data collection and analytics capability; clinical understanding and expertise; and business and financial aptitude/planning
• Building a regulation framework