Technology Initiative of the Year - HSJ Value Awards 2019
There is little doubt that better information sharing can increase safety and efficiency in health care. If integrated care is to become a reality, the application of technology will be central.
There will be challenges to overcome along the way, however. The growth of consumer electronics and online access is creating exciting opportunities for patient empowerment through technology, but how can the NHS capitalise on this? At the same time, clinical IT systems depend on successful engagement of clinicians and staff, and the wealth of systems can present real interoperability challenges.
This award will recognise those successfully using technology to improve clinical provision, whether through clinician- or patient-facing solutions. The award also seeks to highlight improvements in process, systems, communication and administration through the application of appropriate technologies.
Entries are welcome from within and outside the NHS, including from developers of platforms and systems used in healthcare. Judges are looking for innovation but also improvements to the status quo and appropriate applications don’t always have to be new.
- A thorough analysis of the opportunities presented by technology, and evaluation of which offer the greatest benefit for the clinical service or process presented. Why was technology needed, what was the context?
- An explanation of how the project plan was informed by existing best practice or evidence.
- Describe the targets and goals set and how patients and stakeholders were considered.
Evidence the project has led to improved value and efficiency. This should include a quantitative aspect – for instance: reduced hospital admissions, fewer adverse incidents, better patient flow – and can also include qualitative outcomes such as patient experience measures.
Proof of scalability. Projects that have already been scaled up, and replicated in other organisations, will be of interest.
Clear evidence the work has improved value in specialist services. Of interest will be projects that have simultaneously delivered financial value, improved patient experience, better capacity management or reduction in variation and inefficiency – creating value for taxpayers and patients alike. A successful implementation, on time and to budget.
Engagement of all relevant parties. This includes engagement of clinicians in options appraisal, and in adapting any chosen systems for use in the service, department or organisation. Where appropriate, patient engagement should also be detailed. How were procurement and financial teams engaged? When working with external service providers explain the partnership or supply arrangement and how this was managed effectively.