Robin Vickers – CEO Digital Life Sciences (Technology Partner to Modality Partnership)

At Scale Transformation of Healthcare through Technology

Modality Partnership and Digital Life Sciences Case Study

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Robin Vickers – CEO Digital Life Sciences

• Aerospace Engineer; • Still recovering Big 4 Management Consultant;• Strategy and Business Transformation Specialist;• Enterprise Technology Architect;• Healthcare Technology Advisor;• Serial Start-Up Entrepreneur;• Founding Director at Digital Life Sciences;• Motorcycle Addict;• Wife, 2 kids;• Birmingham born and bred;• Will play with anything that involves a ball;• Does a bit of climbing….because his wife is seriously in to it!

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Why does UBER work?

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DIGITAL HEALTHCARE =

PERSONALISED + TRANSACTIONAL + DISRUPTIVE

But why do this at scale in health?

Reasons1. Better for patients Technology enabling improvements

in access, enabling patients to take control and improve own health

2. Better for clinicians and practice staff

Fundamental shift in waiting room culture and the way clinicians are supported

3. Better for NHS Working together at scale, using resources more effectively and efficiently enabled by technology

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• Started in 2009 as Vitality, the Modality Partnership serves 70,000 patients across 15 locations in and around Birmingham.

• Consistently good quality and patient service satisfaction ratings against CCG and National benchmarks.

• On track to expand footprint to 170,000 patients next 12 months.

Patient Growth

Our journey so far

An ideal environment for testing combination of old and new approaches together

So we changed our access model by:

• Offering different ways supporting patient choice

• Seamless service

• Giving patients choice of service locations

• Patients taking more control of their health

• Creating more capacity in the day to meet demand

*Trialled in different ways/populations

What patients were saying..

We have been a pioneer in our approach as we discovered a new clinical model for primary care ‘at scale’

We know people and their relationship with technology has changed….

82% of UK population using broadband to transact

Less than 1% of patients using the internet to interact with clinicians

Birmingham has highest Smartphone use in the U.K….nearly 30% more than London..

Adopting a scalable, multi-channel operating model for primary care

Service ImprovementEasy access – ABC (Ask, Book, Consult)

1. Ask - Patients contact the HUB by phone, app or our website

2. Book - The HUB verifies identity and books a same-day telephone or Skype consultation with their clinician, at their surgery

3. Consult - The clinician completes the phone or Skype consultation; If the patient needs to be seen face to face, the clinician invites them to the surgery that day.

Existing Service improvement : response improved quality and quantity

• Up to 1,300 calls answered every day, serving over 46,000 patients

• Average call waiting time is 40 seconds

• Average call duration has reduced from 10 minutes down to 2 minutes

• Demand for appointments has stabilised throughout the day, reducing the morning rush

• Patients call their surgery number

Our Clinical Contact Centre

DNA (Did Not Attend) Rate reduced by 72%

Clinical capacity increased by 10%

Existing Service improvement: Patient Choice for AccessGiving patients access wherever they are..

Online – new website

In person

Wherever you are

Via Skype

By Phone

Digital engagement – growing our reach

What are we using social media for?• Family and Friends Test results• Patient feedback• Practice news• Health stories• Walk-in clinic availability• Early closures

Increasing month on month

We receive as many as 135 requests a day

New service: Skype• Patients with computer, no phone• Conditions that benefit from being

looked at• Need for interpreter• Involvement of families/friends/carers

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20406080

100120140160

Online requests -2015

Total Phone Total Skype

Service Improvement: We have a real time pictureData dashboard – managing resources

A live data dashboard was created to support intuitive planning, resourcing, management and evaluation.

Service improvement: local control & influence

• Allows daily tracking of clinical capacity and demand• Real time figures and Family Friends Test feedback• Resilience built in to support surgeries in case of problems e.g. Staffing or IT issues•Following evaluation, only 33% of patients require a face to face appointment

Modality Primary Care Model has Re-engineered in-day services

• 72% reduction in DNAs....equates to an annualised cost saving of approximately £210k across the whole business

• 10% increase in new within day activity – meeting unmet demand within the resources already available

• 67% of patients are consistently being dealt with remotely, without having to come in to practice

• Average consultation time reduced to under 5 mins (for the remote consultations)

• 70% of patients say that the new access system is better than before

• Reduction in A&E attendances of between 5-10%

So far this has meant that…

So has it made a difference….already?

Marjorie our former receptionist at Handsworth Wood Medical Centre who now runs Clinical

Contact Centre at Enki

“I wasn’t sure about the changes when we started but now my job and the patient experience is so different. The queues are gone and I feel much more in control of how we manage appointments – its much less stressful and so much better for patients. They get to choose how and when they see their doctor – and they love the new service”.

How do we scale this up technically for the Vanguard?

HERE’S OUR INTEGRATED

DIGITAL ARCHITECTURE

Any questions?

Thank you