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Presentation at health 2.0 12082014
1. boilerhouse.co.uk
If entrepreneurs ran the NHS…..
OR
In order to innovate……
Vicky Sargent
Boilerhouse Media Ltd
@vickysargent
@MADwDATA
v.sargent@boilerhouse.co.uk
2. About Boilerhouse
Birmingham based SME (3 developers, graphic design, consultants, writers,
publishers and video makers)
We work with with central and local government organisations, voluntary and
private sectors.
We design, develop and manage a wide range of websites, online services,
publications, video projects, digital tools, and ‘apps’
At heart we are communicators, not techies: our web, graphics, video and
editorial teams are well-integrated, so our digital offerings are engaging,
attractive, and easy to use.
We own TheInformationDaily.com - an online publication aimed at public sector
policy makers
We are instigators of the Making a Difference with Data programme
boilerhouse.co.uk
8. All organisations being
benchmarked appear
on the same page
The dropdown
enables regions to be
seen on their own or
with others
Information can be
exported as pdfs
(whatever screen you
are seeing) or
spreadsheets
12. Against this background, is constant
reorganisation of deck chairs the
answer…….or do we need to embrace
disruption?
boilerhouse.co.uk
13. ‘A recently published
study byYork University
Centre for Health
Economics shows that
nowhere in the world
have pooled budgets or
integrated models of
care produced better
outcomes or lower costs’
Should we set up joint commissioning units OR should the time be
spent to bring providers together to change the way that care is
provided? If it is the out of hospital system that requires attention,
unlocking the innovation potential of those working in the system
seems to me the most likely to deliver results……….
14. ‘…some of those offering
lighter self-care products,
such as Moodscope …
have found it hard to sell
to NHS organisations
…….despite Moodscope
having coming top of an
online poll run by the
Department of Health for
health apps.’
This is partly down to NHS spending most of its time tackling illnesses
and conditions, rather than maintaining healthiness. But it is also because
much of the power in health service organisations resides with doctors
and other medical professionals. A product or service that helps in their
work is likely to find an NHS market……
15. Patchwork
• simple, secure web tool that connects professionals
• implemented in a number of councils across the UK for
those working with children, supporting vulnerable adults
and families with complex needs
• allows practitioners in different organisations to quickly/
simply access contact details of others working with their
clients
• helps professionals uncover the often hidden network of
practitioners around their clients
16. ‘Patchwork is so challenging as a change to working, in
ways we didn’ t even realise … people moan about the
silos [of information on cases] when they’re in them and
how disruptive they are to services, but if you
give them the opportunity to join up those silos you
realise that kind of openness and connectivity terrifies
them …
17. Our interviewees highlighted a culture of resistance to new
technology in the public sector, borne of risk aversion, fear of
job losses and a lack of understanding of the potential of the
social web……to overcome this initial resistance,
entrepreneurs needed:
• expertise in the sector they were seeking to work in
• seed funding to start and bridge funding to scale up
• a strong business case re quality improvements and
savings
Patchwork was written up in:
Building tech-powered public services
IPPR December 2013
