Leeds: Best City

approach to

integration &

innovation Rob Kenyon | Health Partnerships | Leeds

@1Robkenyon

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The Grandest Grand Départ

A ‘BEST CITY’ approach to Health and Care services, which enables us to:

• tell the same story across organisations

• be clear about our values

• start the process of acting as ‘one organisation’

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Partnership Working

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Integration, Integration, Integration

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A sustainable,

high quality

health and social

care system

What are the characteristics of a high performing health and social care system?

A Focus on

Quality

Leeds Institute

of Quality

Healthcare

Informatics and

Intelligence

Informatics

Strategy

A single point

of arbitration CEx’s Group

A model for

financial risk

sharing

Directors of

Finance Group

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Pioneering approach to health and wealth

“Nowhere else has the potential of Leeds to lead the world in the use of data to drive health and wellbeing outcomes”

Sir Alan Langlands and Sir Alex Markham

Leeds – Data City

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• Integration between:

• Primary and specialist care

• Health and Social Care

• Physical and Mental Health

Partnership Working

Successful integration of all services is predicated on a individualised view

across a patient’s record

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Whole system approaches to integration and innovation

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Communications and patient engagement

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Take Up

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Caroline Lockie, Community Matron “I have 9 case managed patients who are registered at an EMIS practice. LCR access lets me see what is happening with these patients so I’m no longer going blind”

Emma Seabourne, Occupational Therapist “Being able to see an EDAN so easily

saves time in wards photocopying documents.”

Gary Schofield, Social Worker “ This is REALLY good! Enables

me to see information in other systems so I aren’t going in blind”

Chris Woods, District Nurse “ I was able to use this whilst working on a weekend when I couldn’t call the GP”

Angela Kier, NT Co-ordinator “This will save me time phoning round wards and chasing GPs for summaries”

Kiera Pagdin, Staff Nurse “It enabled me to see what had happened to a patient who had been hospitalised, meaning I

didn’t make a wasted journey to see them”

And what do people think?

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‘virtual wards’ and patient lists

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The Ripple effect

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Open Innovate Collaborate

Monthy variation (95%)

Annualized Diff. to Trend

Age-

sex c

orr.

adm

issio

ns p

er 1

,000

pat

ients

per m

onth

Apr-1

0

Jul-1

0

Oct-1

0

Jan-

11

Apr-1

1

Jul-1

1

Oct-1

1

Jan-

12

Apr-1

2

Jul-1

2

Oct-1

2

Jan-

13

Apr-1

3

Jul-1

3

Oct-1

3

Jan-

14

Apr-1

4

Jul-1

4

Oct-1

4

Jan-

15

Apr-1

5

Jul-1

5

Oct-1

5

Jan-

16

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00Ap

r-09

Jul-0

9O

ct-0

9Ja

n-10

Apr-1

0Ju

l-10

Oct

-10

Jan-

11Ap

r-11

Jul-1

1O

ct-1

1Ja

n-12

Apr-1

2Ju

l-12

Oct

-12

Jan-

13Ap

r-13

Jul-1

3O

ct-1

3Ja

n-14

Apr-1

4Ju

l-14

Oct

-14

Jan-

15Ap

r-15

Jul-1

5O

ct-1

5Ja

n-16

Apr-12: First three IH&SC teams go live

Projected ‘do nothing’

baseline

Leeds total

First three IH&SC

teams

Apr-13:All teams operational

Assessing the impact of integration: Emergency admissions to hospital for Leeds-registered patients aged 65 year and over

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Leeds Academic Health Partnership

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Jönköping

Aravind Eye Care

So what will Leeds be known for?