This document proposes a conceptual data architecture for a population-level digital transformation program across integrated care systems (ICS). The key points are: 1. It proposes standardized pseudonymization and data sharing across ICSs, localities, and national databases through a central ICS data platform. 2. Real-time data would flow between localities within each ICS and national reporting would occur via the ICS. 3. Each locality would have its own localized data platform adhering to common standards and schemas to enable data sharing.

1. Enabling a population-level
transformation programme
healthierlsc.co.uk/digitalfuture
#HLSCDigital
@HealthierLSC

2. EMIS
Common
Clinical Db
National
Databases
Proposed conceptual data architecture2
ICS
Data Platform
Design Authority
Data Standards
Solutions Library
DSCRO Interface
IG Registry
ICP 1
Locality Data
Platform
ICP 2
Locality Data
Platform
ICP 3
Locality Data
Platform
ICP 4
Locality Data
Platform
ICP 5
Locality Data
Platform
Design Characteristics:
• Standard Pseudonymisation / Anon Service
• Standard data schema linked into ICS
• Real-time data flows between ICPs
• Standard ICP core database
• National reporting via ICS
Local
Authority
Data
Warehouses
Personally Identifiable Data Flows Pseudonymised / Anonymised Data Flows
Lifestyle
data
(e.g. Acorn)
The Circle of Trust
CSU Data
Warehouse

4. @HealthierLSC #HLSCDigital
Setting out principles4

5. Linking it together5
ICS Strategic Framework Strategy Design Principles
Person’s
Story
Frontline
Story
System
Story

6. @HealthierLSC #HLSCDigital
Creating a shared plan6

7. @HealthierLSC #HLSCDigital
2% 4%-5% 6%-8%
Possible trajectories
Steady progress Accelerating getting the basics right Driving exponential change
Getting more patients online
Small scale innovation
More partners on the Share Care Record
Some consolidated services
Minor workforce redesign
Moderate provider digitisation
• Accelerating innovation
• Consolidating services
• Improving the online offer
• More integrated systems
• Consolidating ICT infrastructure
• Moderate adoption of assistive technology
• Some workforce assistive technologies
• Extensive system redesign
• Considerable channel shift to online
• Significant shift to assistive workforce
technologies:
• Artificial intelligence
• Robotics
• Big drive for technology enabled care
• Big change in agile working and logistics
Possible outcomes
Working up scenarios7