Our Digital Future

Healthier Lancashire And South Cumbria, June 2018

The ‘Our Digital Future’ Strategy outlines a number of shared principles for developing digital solutions between the partners of Healthier Lancashire and South Cumbria, which includes hospital trusts, NHS organisations and Local Authorities. The strategy covers five inter-connected themes to improve our health and care which are:

  • Empowering the person
  • Supporting the frontline
  • Integrating services
  • Managing the system more effectively
  • Creating the future

Click here to view the full report.



NHS Innovation and Technology Payment 2018/19 Call for Applications

NHS England, June 2018

Innovation Technology Payment (ITP) – Call for Applications and Guidance document. The aim of the NHS Innovation and Technology Payment (ITP) is to help deliver on the commitment detailed within the Five Year Forward View -creating the conditions and cultural change necessary for proven innovations to be adopted faster and more systematically through the NHS, and to deliver examples into practice for demonstrable patient and population benefit.

Click here to view the document.

NHS Innovation Accelerator Evaluation: Final Report

Institute for Employment Studies, March 2018

Evaluation of the NHS Innovation Accelerator which was created to help create conditions and cultural change to generate faster and more systematic uptake of healthcare innovations across the NHS. It establishes the common conditions essential for adoption and spread of healthcare innovations, as well the key barriers, challenges and how to overcome them.

Click here to view the report.

The CCIO Interview: Ayesha Rahim, Lancashire Care NHS FT

digitalhealth, March 2018

An interview with Dr. Ayesha Rahim, chief clinical information officer and deputy medical director of Lancashire Care NHS Foundation Trust. Ayesha talks about why the NHS needs to “skill-up” its leaders if it hopes to achieve true digital transformation, and explains why empowering patients is the key to exceptional healthcare.

Click here to view the full text.

Against the Odds: Successfully scaling innovation in the NHS

The Innovation Unit and The Health Foundation, January 2018

This report explores what it takes to scale innovation successfully in the NHS.  To do so it used case studies of 10 innovations.  It identifies commons themes:

  1. Building demand through existing networks and narratives
  2. Using evidence to build demand
  3. Balancing fidelity, quality and adaptability
  4. Scaling vehicles rather than lone champions
  5. Capitalising on national and local system priorities
  6. Using policy and financial levers to kick start momentum
  7. Commissioning for sustainable spread
  8. External funding to support spread

The report synthesises the insights from the case studies, linking and referencing them to the full case studies, and provides a set of considerations for thinking about how to scale healthcare innovations in the future.

Click here to view the report.

Innovation Agency launches coaching academy for health professionals


A coaching academy has been launched in England to help health and social care professionals introduce new innovations and improvements to the workplace.

The Innovation Agency’s academy is open to people working in the NHS, universities, voluntary and other public sector organisations within the areas of Cheshire, Lancashire, Merseyside and South Cumbria.

Click here to read the full story.

Growing innovative models of health, care and support for adults: Future of care Number 6

Social Care Institute for Excellence, January 2018

Briefing that identifies that innovation is needed more than ever as challenges grow. Innovation does not only mean technological breakthroughs or large restructures. New and better ways of delivering
relationship-based care are needed, and already exist, but are inconsistently implemented or poorly scaled.  It identifies the following requirements for innovation to flourish:

  • a shared ambition to ‘embed person- and community-centred ways of working across the system, using the best available tools and evidence’
  • co-production: planning with the people who have the greatest stake in our services from the beginning
  • a new model of leadership which is collaborative and convening
  • investment and commissioning approaches which transfer resources from low quality, low outcomes into approaches which work effectively
  • effective outcomes monitoring and use of data to drive change
  • a willingness to learn from experience.

Click here to view the full report.