Owain Davies - The value of syndicating health information - an NHS case study
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Presentation at Health +In4matics 2012
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Owain Davies - The value of syndicating health information - an NHS case study
- 1. The value of syndicating health information – an NHS Direct Case Study Owain Davies John Simcock Head of Digital Charity and Health Service Development Sector Manager
- 2. The value of syndicating health information Owain Davies, Head of Digital Service Development
- 3. “ Content is at the heart of the successful digital experience. Finding the right content partners can make your website stand out ” and drive results
- 5. Content at the heart Content Ads Traffic Sales
- 6. Content considerations Replicated content Unique Externally sourced Self created Cheap(er) Expensive
- 7. Content considerations digital content is labour intensive clinical governance can be challenging budgets are tight web content is different
- 8. Key consideration has someone already done this work? -or- would someone else benefit from the work I’ve done?
- 9. Is digital content important?
- 10. The market for digital healthcare of internet users look for health online 75% (England = 38 million) of users looking at health on the internet are trying to self diagnose 46% (England = 18 million) McDaid & Park, 2010
- 11. Is digital appropriate? Digital healthcare delivery has been shown to: increase access to care increase patient empowerment reduce costs achieve equal or better quality of care Nijland et al 2009, Umeford et al 2006, Bodenheimer et al 2002, Kerr et al 2006, Samoocha et al 2010
- 13. Aims of multichannel Improve access allow the public to interact where they want to Improve the service deliver something other channels can’t Create demand encourage use of the service by making it available in more places Create cost efficiency deliver services for a lower cost
- 14. What’s the impact? 1% reduction in face to face consultation saves the NHS £200m Department of Health, 2011, Innovation, Health and Wealth
- 15. Online health and symptom checkers Online tools Quick and easy to use Expert driven assessment
- 16. Simple to use Patient is guided through questions, step by step
- 17. What are the outcomes? Online symptom checker Referred Callback Self care Web chat to GP, from advice Pharmacy with NHS A&E, NHS online Direct Dentist or Direct 999 Decreasing demand on core NHS services
- 18. The cost of NHS treatment * £219 *** £8-12 £95 * - or - ** £0.12 **** £32 * DH Reference Costs 2009/10 *** Connecting for Health/University of Sheffield, Second Interim Report, Oct 11 ** PSSRU Unit Costs for Social Care 2009/10 **** NHS Direct service evaluation 2012
- 19. Effect on the health economy £57 million Saved in the health economy in 2010/11
- 20. How we distribute our content
- 21. Operational model for content Our objective is reach and usage, and to achieve this we adopt a model that is: Platform agnostic Destination agnostic
- 23. Destination agnostic High quality NHS content Other Specialist Commercial NHS sites sites sites
- 24. Dr Google Online information dominated by search engines, so high visibility is key – people may not look for your service, but for the thing they want to do
- 25. Netdoctor
- 26. Channel 4
- 28. How does it work? Content Logic engine Content Management Integrated digital front end Website App Mobile Web API Widget
- 29. Why take this content approach?
- 30. Benefits of the content approach Content provider Host website Achieves high levels of reach Provides expert content far for the content cheaper than self creation Places provider brand in a wider Can be customised to maintain range of locations sense of unique content Reduces risk associated with Helps diffuse creation cost assuring content Provides stream of Profile of partnership working users and/or revenue *2010/11 figures
- 31. Leveraging content Sites bringing content in can leverage its effectiveness in driving traffic or revenue by: Customising content Framing content with other relevant information SEO activity to drive traffic Deals with affiliates and referrers
- 32. Content at the heart Content Ads Traffic Sales
- 33. Considerations privacy and information governance security costs, budgets and return on investment brand image
- 34. Conclusions
- 35. Conclusions Syndication of quality digital content improves: access and quality for patients investment returns for organisations quality and traffic for partners
- 36. Thank you for listening Any questions? Visit Eduserv at stand 159
Editor's Notes
- Good afternoon [Introductions] For those who aren’t familiar with NHS Direct, we are an NHS trust and we currently run a national health telephone line on 0845 46 47, as well as a digital symptom checker service and a number of other smaller services. Today’s presentation is about “Future Health”. The NHS is going through a time of major change, and NHS Direct is no different. The commissioning structure is changing, and we’re changing as an organization. But for today, we’re taking a bit of a step out from the immediate future, and looking at some of the big drivers for changing healthcare in the future, especially as it relates to digital services.
- There has been an explosion in the range of channels which the public use, and of course, brands and organisations have followed them to these channels, providing a much wider range of engagement opportunities to those which were around even 10 years ago. Successful organisations are doing a great job of engaging people through these new channels, and that applies across all sectors, both commercial and public sector. In fact, from a consumer’s point of view, they expect the same high levels of service regardless of who the provider is, whether it is John Lewis or the NHS. The change has been huge, and focused around technology.
- There are four key drivers for successful change in healthcare, and especially for the NHS There are to improve access – helping more people access services, or find the information they need. This is especially true if you can target hard to reach groups, which includes quite a range, with your possibly expected segments such as those in deprived areas, and the socially excluded, but also includes young men, who are very hard to engage in healthcare You can also improve the service, making it better for the people who use it. Patient satisfaction is a key measure for NHS organisations, and for all those organisations wishing to provide NHS services. In a multi-channel world, we can think about this in terms of delivering services that wouldn’t be possible through other routes Of course, you might want to create demand for your services. In the NHS, this is sometimes seen as counter-intuitive, as increased demand is increased cost, but of course, here we mean ‘appropriate’ demand – making sure people present at the right time Lastly, a major theme for organisations, regardless of what sector you are in, is striving for cost efficiency. Multi-channel can be very effective in helping deliver this, and we are going to show you how we’ve achieved it.
- If you think back, we talked about all the different options for urgent and emergency care. Now, here are some of the associated costs. We can see that every time you call 999 for an ambulance, it costs £219 If you go to A&E, and are seen by a doctor, without any tests or treatments, it costs £95. Your GP costs around £32 for a 10 minute appointment Compare that to the remote channels – On the telephone, the latest figures on NHS 111 reference price puts it at around 8 – 12 pounds per call, Or better still, a patient treating themselves with digital information can cost as little as five pence We saw a couple of slides ago the millions of contacts per year that we deal with digitally, and that creates a signficant number of people who then do not need to attend one of the traditional routes to healthcare
- The end result is that last year, our one digital service saved the NHS 57 million pounds That is money that can be reinvested for further improvements in any of the areas we’ve mentioned.
- Lastly, we come to cost efficiency. An important topic in the public sector, and also for most commercial organisations, in a time of economic uncertainty.