1. Scotland’s Digital Health and Care Strategy
Keith Willcock
eHealth Strategy and Policy lead, Scottish Government

2. Some drivers for change

3. Some drivers for change

4. Digital Strategy for Scotland
Create digital public services around the needs of their users and to make the public sector more efficient
Simplify and standardise ways of working across the public sector, and create common digital platforms
Drive the adoption of open standards across the public sector
Ensure that the platforms and technologies are both secure and resilient
Engage with the public to build an understanding of how their data is being used for the public benefit, and of the arrangements in place to guarantee the security of their data
Share and use non-personal data as a source of innovation and efficiency
Build a digitally skilled nation

6. A health and social care system that is:
integrated;
focuses on prevention, anticipation and supported self-management;
makes day-case treatment the norm;
puts the person at the centre of all decisions; and
ensures hospitalised people get back into their home as soon as appropriate. 
Delivered through:
investing up front to improve services;
promoting and supporting healthier lives;
reducing health inequalities;
adopting an approach based on anticipation, prevention and self-management; and  
ensuring that the balance of resource is focused on prevention and early intervention. 

7. Need to start thinking differently…

8. Scotland’s Health and Social Care Planning & Delivery Landscape
The Scottish Government and 8 national NHS boards
Services that can be delivered more efficiently nationally
3 regions: North, West & East
Specialist and shared service provision
Acute services for their own populations
14 territorial NHS boards
32 Community Planning Partnerships
Improving outcomes and tackling inequalities in their areas
Control of a range of health services in their areas e.g. primary care and adult social care
31 Integration Authorities
At least 2 localities per Integration Authority
Planning how resources will be spent

9. A collaborative effort

10. Wider Perspective UK & International Expert Panel
Established in order to gain a broader perspective and look at developments out with Scotland.
Infrastructure (citizen engagement and technology enabled health and care)
People and workforce (leadership and workforce)
Governance (digital maturity, standards and interoperability, resources and information governance), and
Research and innovation.

11. Health & Sport Committee Inquiry
Initiated to explore the opportunities in innovation and the use of technology in health and social care over the next 10 years.
The need for a national approach
Lack of scaling up
Funding
Data Sharing
Interoperability
Read and write access to records
Single platform

12. Bringing in people’s views
Our Voice Citizens Panel survey: digital health & care
For rural areas – for younger people, doctors can deal with more people and more cost effective
I can be shy and lazy. The availability of digital communication tools would make me more likely to use services that are available to me
More up-to-date information accessible. Less errors in communication between services

13. Person-centred vision
‘I have access to the information, tools and services I need to help maintain and improve my health and wellbeing.
I expect my health and social care information to be captured electronically, integrated, and shared securely to assist service staff and carers that need to see it …
… and that digital technology and data will be used appropriately and innovatively, to:
help plan and improve health and care services
enable research and economic development, and
ultimately improve outcomes for everyone.’
Draft vision, created in discussion with stakeholders. Person centred, explicit call on data and industry.

14. 6 Domains: National direction and leadership
A new national Board to rationalise and clarify decision making processes for investment and prioritisation
Information governance, assurance and cyber security
New national arrangements to:
• Support appropriate information sharing for delivery of care, research & innovation
• Give people choices in how they access and manage their information
• Maintain trust that information is used and managed safely and securely
Service transformation
New processes to support the spread and adoption at scale of proven digital technologies within services and the promotion of methodologies that support local service change and redesign as part of pathways of care
Workforce capability
A programme of work to promote leadership and workforce development in digital skills and capabilities in order to underpin the successful uptake and use of digital technologies
Digital Platform
The development at a national level of a digital platform that facilitates the availability and exchange of information and interoperability of existing and new health and care systems and applications
Transition process
Agreeing a roadmap over time to rationalise different local, regional and national systems to converge on to the digital platform, without impacting existing service provision and delivery of care
National direction and leadership - Rationalise and clarify decision making processes for investment, priorities and policy.
Information governance, assurance and cyber security - Support more consistent decision making processes about information sharing to improve effective delivery of care, research and innovation. Ensure that people have appropriate choices in how they can access and manage their health and care information, and maintain their trust that their information is used and managed in a way that is consistent with the law and with their expectations.
Service transformation - Put in place effective processes, support and methodologies that enable the spread and adoption at scale of proven digital technologies.
Workforce capability - Promote leadership and workforce development in digital skills and capabilities across the whole health and care sector underpin the successful uptake and use of digital technologies.
National digital platform - Develop at a national level a digital platform that facilitates the interoperability of existing and new health and care systems and applications through the development of a new architecture and the use of common shared international standards.
Transition process - Rationalise different local, regional and national systems at the same time ensuring that existing services continue to operate effectively and that staff can continue to work and provide care without impact.

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