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Welcome to Wessex Integrated Care, Population Health,
Research and Innovation Learning Event: Discover,
Develop, Deploy
15th March 2024
Axis Conference Centre
Southampton Science Park
Chilworth
SO16 7NP
WessexHealth Partners isa strategicalliance ofuniversities,NHS organisationsand HealthInnovationWessex,workingacrossDorset,
Hampshire and the Isle of Wightto acceleratebetterhealth and care through research,innovationand training.Its founding partners are AECC
University College,BournemouthUniversity,DorsetCountyHospital NHS Foundation Trust,DorsetHealthCareUniversityNHS FoundationTrust,
Hampshire and Isle of WightIntegrated Care Board,HampshireHospitalsNHS Foundation Trust,HealthInnovationWessex,NHS Dorset,
PortsmouthHospitalsUniversity NHS Trust,SolentNHS Trust,Southern Health NHS Foundation Trust,University Hospitals DorsetNHS
FoundationTrust,UniversityHospitalSouthampton NHS Foundation Trust,University of Portsmouth and University of Southampton.
Aims of the day
To develop a shared understanding of:
1. Integrated Care Partnerships (ICP), Systems (ICS) and Boards (ICB) and their roles in
meeting the health and care needs of the population.
2. The key health and care challenges and priorities for Dorset and Hampshire and Isle of
Wight.
3. The ‘ask’ to the R&I community.
4. Current approaches and sources of information that can help us understand population
health need in Wessex.
5. What action is needed to increase partnership working, make the most of the resources
we have and accelerate improvements in health and care through research, innovation
and training.
Wessex Health Partners
A regional partnership improving population health & patient outcomes with global impact.
wessexhealthpartners.org.uk
Wessex Health Partners
➢ Combining expertise to address health
and care challenges and inequalities
faster
➢ Partnerships and collaborations are more
attractive to funders
➢ Legislative changes to promote
collaboration and civic responsibility
WHP/WEMN Funding Call - PILOT
Session 1
Wessex health and care:
challenges and priorities
Jenni Douglas-Todd
Chair
Dorset Integrated Care Board
Integrated Care Partnerships,
Systems and Boards; what
does this mean?
Jenni Douglas-Todd
Chair, NHS Dorset
Integrated Care Board
The impact of a complex, competitive system
× Fragmentation
× Misaligned incentives
× Duplication of efforts
× Unclear access points
× Workforce deterioration
× No long term sustainability
× Focus is ill-health, not living well
What has changed?
The Health and Care Act 2022 established a legislative framework which supports collaboration and partnership working
to integrate services for patients.
It introduced significant changes to how the NHS in England is organised to promote integrated care, building on existing
work to join up services and remove barriers that were getting in the way of this. It is deliberately flexible to enable local
discretion.
By putting the emphasis on integrating care, it should lead to improvements in population health and patient experience,
particularly for those living with multiple conditions.
In the long term, the changes introduced are key to improving services for patients and delivering ambitions to improve
population health and reduce inequalities.
The NHS Provider Licence has been updated to reflect the statutory duty NHS provider organisations have in delivering
integrated health and social care services.
Explaining the acronyms…ICS, ICB, ICP?!
ICS
Integrated Care System
A partnership of organisations
that come together to plan and
deliver joined up health and care
services, and to improvethe
lives of people who live and
work in their area.
ICP
Integrated Care Partnership
A statutory committee jointly
formed between the ICBand all
upper-tier local authorities that
fall within the ICS area. The ICP
brings together a broad alliance
of partners concerned with
improving the care, health and
wellbeing of the population,
with membership determined
locally. The ICP is responsible
for producing an integrated
carestrategy on how to meet
the health and wellbeing needs
of the population in the ICS
area.
ICB
Integrated Care Board
A statutory NHS organisation
responsiblefor developing a
plan for meeting the health
needs of the population,
managing the NHS budgetand
arranging for the provision of
health services in the ICS area.
The establishment of ICBs
resulted in clinical
commissioning groups(CCGs)
being closed down.
The ICBis the Statutory NHS
organisation, however, theBoard of
the ICBis a unitary Board.
This means oversightand
membership is drawn fromthekey
statutory and non-statutory
organisations in the area. In Dorset
our Board includes 2 members from
each Local Authority; CEOs of our
Acute and Mental Health Trust; GPs
and the VCSE sector.
A quick note regarding theBoard of
the ICB
A remit much broader than before – our 4 key purposes
Collaborating as ICSs will help health and care organisations tackle complex challenges, including:
a) Improving thehealth of children and young people
b) Supporting people to stay well and independent
c) Acting sooner to help thosewith preventable conditions
d) Supporting those with long-termconditions or mental health issues
e) Caring for thosewith multiple needs as populations age
f) Getting the best fromcollective resources so peopleget careas quickly as possible
Our opportunity
• The potential for systems to tackle challenges by bringing
multiple organisations together
• Movement away from centralised care to delivery at place
and neighbourhood level
• Greater autonomy with robust accountability
• Shifting the focus upstream to prevention to improve
population health
• Increased participation from the public to manageand
improve own health and wellbeing
From fortresses to systems
From ill-health services to
thriving communities
From command & control to
shared responsibility
• 2 Local Authorities
• Public Health
• Integrated Care Board
• 2 NHS Acute HospitalTrusts
• 1 NHS Community and MentalHeath Trust
• GP Alliancerepresenting the 18 PCNs,
Pharmacy, Optometry and Dental services
• VCS Assembly representing c8000
organisationsand groups
• Ambulance Trust
Dorset ICS – partners working together as a system
Professor Julie Parkes
Professor of Public Health &
Head of Population Health
Sciences Centre
University of Southampton
Public Health:
Population Health Need in context
Dr Julie Parkes
Professor of Public Health
University of Southampton
Head of NHSE SE School of Public Health
Wessex Health Partners March 15th 2024
What is Public Health?
18
“The science and art of
promoting and protecting
health and well-being,
preventing ill-health and
prolonging life through
the organised efforts of
society.” Health
Protection
Health
Services
Health
Improvement
Public Health
Intelligence
Epidemiology
Biostatistics
PopulationData
Communicable disease control
Vaccine preventable disease
Immunisations
Emergency planning
Wider determinants
Health Promotion
Psychosocial impacts
Strategies and policies
Health & Justice
Effectiveness, quality and
safety
Evaluation of
services/interventions
Using evidence and data
REDUCING HEALTH INEQUALITIES- NO-ONE LEFT BEHIND
Behavioral
change
Behavioral
change
A Social Model of Health (Dahlgren &
Whitehead, 1991)
PUBLIC HEALTH Workforce across
Health & Care Systems
PUBLIC HEALTH SPECIALISTS
GMC/UKPHR
CORE PH Workforce
Principle; Practitioner
PH analysts: data intelligence
WIDER SYSTEM & Workforce
Local Authority/
University/UKHSA
/VoluntarySector/
NHS/ ICB/ NHSE
Regional& national
healthcarePH/
Office Health
Improvement and
Disparities
All workforce
in health&
care system
Voice of population:
co productionof dataand
evidence on needs and priorities
Population Health Needs: informing health and care services
•Need =capacity to benefit from services
• Health needsassessment-processof identifying the unmet health and
healthcare needs of a population, and what changes are required to
meet those unmet needs.
• Systematic approach so that the most effective support for those in the
greatest need can be planned and delivered.
• Involves epidemiological, qualitative, and comparative methods to
describe health problems of a population; identify inequalities in health
and access to services; and determine priorities for the most effective
use of resources.
Population Health Data
•DPH Annual Report/Joint Strategic Needs
Assessment (JSNA)/Health & Well Being Boards
•OHID Fingertips. https://fingertips.phe.org.uk/
•Evidence: primary/secondary
•Population Health Management
• System wide integrated collaborative data and digital /ICS/NHS/Local
Training, Opportunities and Resources in
Population Health Needs across the system
• Population Health Fellows Programme
• https://wessex.hee.nhs.uk/wider-workforce/population-health/
• https://nhsproviders.org/population-health-framework
• Working in partnership with communities
• Community Participation Action Research
• SE showcase event June 6th
Contact: england.publichealthschools.se@nhs.net
Public Health –everyone’s business
working collaboratively across whole of Wessex systems to
reduce inequalities in physical and mental health.
working collaboratively across the system to provide services for
people in Wessex based on data and evidence
Dr Paul Johnson
Chief Medical Officer
Dorset Integrated Care Board
Ashleigh Boreham
Deputy Chief Officer Strategy
and Transformation
Dorset Integrated Care Board
NHS Dorset System
and
Joint Forward Plan
Friday 15th March
Dr Paul Johnson: Chief Medical Officer
Ashleigh Boreham: Deputy Chief Strategy & Transformation Officer
The Dorset System
The Dorset Integrated Care System
(ICS) is made up of several
organisations, working together
locally, to deliver health and care
services to the people of Dorset
The diagram illustrates the Dorset system
– showing those organisations working
together locally with providers of primary
care medical services, the voluntary and
community sector, and people and
communities within Dorset.
System Partners – Research and Innovation
Wessex Health Partners and Community Research
Mobile shared learnings with Art University
Bournemouth and HealthBus
Partnership with Wessex Health Partners and HealthBus Team
to extend concept of community mobile clinics to deliver
and conduct research with and in the community to
Improve access and our understanding those communities
whilst engaging with university students on the design
Integrated Care Partnership Strategy
Prevention and Early Help
Thriving
Communities
Working
Better
Together
ICP Strategy
5 Year Forward Plan
Improve
the
lives
of
people
impacted
by
poor
MH
HealthInequalities Plan
Prevent
children
from
becoming
overweight
Increase
the
%
of
older
people
living
well
and
independently
Add healthylifeyears
Reduce
the
gap
in
healthy
life
expectancy
2 3 4
People Plan
Digital Strategy
Transformation Roadmap
1
Making Dorset the Healthiest Place to Live
Research Plan
Estate Strategy
Clinical Strategy
Integrated Neighborhood Teams Plan
Moving from
life span to
health span
Making Dorset the healthiest place to live
Design Principles
• Population-based approach to
interventions
• Understand the impact of interventions
on health inequality in terms of access,
experience and outcomes
• Reducing unwarranted variation
• Focus on
• Prevention
• Case finding and early treatment
• Optimal management
• Outcome metrics / evaluation
‘Some is not a number, soon is not a time’
Don Berwick
The Focus on transformation across the health continuum
Prevention
Case finding
and early
help
Optimisation
of treatment
Civic level / Community based / Service based
Understand and reduce health inequalities across all levels
• Demonstrate impact - data driven and evidence informed
• Outcome focused – 'how much by when’ and who will benefit?
• Identify opportunities to adopt and scale good practice locally,
nationally and internationally to deliver 'what works' in Dorset
• Understand the wider societal benefits of programmes and impact
on Health Inequalities
• Joint working with partners to reduce duplication, deliver greater
impact and ensure sustainability
• Consistency in approach and assurance through Gateway Process
and Board Assurance Framework
Our Joint Forward Plan - Guiding Principles
2024-25 Joint Forward Plan Refresh
• Delivery Planfor our ICS Strategy:‘5 Pillars’:
• Making Dorsetthe healthiest place to live
• Transforming what we do
• Improving or Health & Care services today
• Aligning our System
Lookingback (In-FlightProjects,BAU) & looking forward
• Did we deliver on what we said we would do – and
what has beenthe impact?
• What are we planning to do – and how do we
anticipate this will impact performance?
What’s new/different?
• Reflectionon our successand achievements
• Extra focus on financial context (FP)
• Additional emphasis on public/patientinvolvement
• Checking we meetexpectations of the latest
guidance
• Researchand Innovation
Sustainable change – measure, evidence
Align approach, system and priorities
Capacity is scarce – what can we share?
Agree strategic approach to transformation –
how do we do large scale change?
'Spring clean' Get Ready, be Ready
Continual Rapid Improvements
Start Small – adopt and scale
Outward mindset – relationships, partnerships
Sector based work, shared approach i.e. suicide
prevention, HIU, Vaccinations
Reframe
What we need
What we are doing
Focus on
• Look back
• Impact
• Progress
• Priorities
Pre
Concepti
on and
maternity
care
Snapshot of Discovery work and Innovation....Opportunities to Reimagine
Care and Patient Experience
Oral Health
Women's
Health Hub
Perinatal
MH
0-19
nutrition and
activity
MH
Integrated
Comm Care
CYP MH
Dementia
Women's
health hub
Urgent and
emergency
care
EHR
Urgent and
emergency
care
HI
Programme
Anticipatory
Care
Virtual
wards
CVD
Prevent
PILLAR 2
PILLAR 3
PILLAR 5
PILLAR 4
LD and
Autism
Community
Conversations
Integrated
care model
Anticipatory
Care
Virtual
wards
Urgent and
emergency
care
Diagnostic
investigation
Elective
Recovery
Cancer
Primary care
Recovery
POD
services
Integrated
care model
Pillar Objectives met by current Projects
71, 35%
78, 38%
38, 19%
2, 1%
14, 7%
Projects by Number of Pillars Met (0-4)
0 1 2 3 4
41
55
70
52
Count of Pillar 1 - Improve
the lives of 100,000 people
impacted by poor mental
health
Count of Pillar 2 - Prevent
55,000 children from
becoming overweight by
2040
Count of Pillar 3 - Reduce
the gap in healthy life
expectancy from 19 years
to 15 years by 2043
Count of Pillar 4 - Increase
the percentage of older
people living well and
independently in Dorset
0
10
20
30
40
50
60
70
80
Number of Projects Meeting each Pillar
71 projects do not meet any of the 4 pillars
78 projects meet 1 of the 4 pillars
48 projects meet 2 of the 4 pillars
2 projects meet 3 of the 3 pillars
14 projects meet all 4 pillars
41 Projects meet pillar 1 objectives
55 Projects meet pillar 2 objectives
70 Projects meet pillar 3 objectives
52 Projects meet pillar 4 objectives
What does 5 years forward look like?
NOW
Run the Business
NEXT
Change the Business
5YF
Plan
Our 'Future State' - Transformedand sustainable
For example:
• Pan Dorset EHR
• Optimal Partnerships & Relationships
• #OneDorset approach to Transformation
Business As Usual: Our 'Steady State'
For Example:
• Delivery / Operational Plans
• Service Improvement/QI/NHS IMPACT
• Test and change
• Commissioning
• Procurement and Contracting
• Quality and Safety
• Performance Management
Frame & Reframe
Dr Lara Alloway
Chief Medical Officer
Hampshire & Isle of Wight Integrated Care
Board
Caroline Morison
Chief Strategy & Transformation
Officer
Hampshire & Isle of Wight Integrated Care
Board
Hampshire and Isle of Wight: ICP
Strategy and Joint Forward Plan
Caroline Morison and Dr Lara Alloway
Hampshire and Isle of Wight
Hampshire and Isle of Wight
Portsmouth
Although Portsmouth owns its own motorway (M275) ,
more than 3 in 10 households in Portsmouth have no
access to a car or van. This can have a significant impact
not only on accessing services but wider determinants
e.g. employment options.
Hampshire
Gosport has the highest proportion of veterans in the
country 12.5% of the population.
New Forest has the third highest proportion of people
aged over 100 years in the UK.
Isle of Wight
The median age for the Isle of Wight is 51 years
compared to 40 years nationally.
The Isle of Wight has 57 miles of coastline – coastal
communities present significant and unique challenges to
population health.
Southampton
There are 40,000 students living in Southampton. The
total population of Southampton is just over 250,000.
As a comparison there are 1.1 million people living in
Birmingham, and 80,000 students.
Tobacco, healthy weight and diabetes drive the most death and disability in our system.
Lifestyle choices such as smoking, poor diet, physical inactivity, obesity and harmful alcohol use
all contribute to these and drive up the burden of preventable ill health
Starting at the beginning…
While system working is complicated, we are
clear on the aims of coming together…
These are the things that:
• No single organisation ‘owns’ or is
responsible for
• No single organisation can deliver
independently
• Will make a generational difference for our
population
The building blocks of our ICS
Introducing the Hampshire and Isle of Wight Integrated Care Partnership (youtube.com)
Our strategic priorities combine prevention
and population health with resetting our
NHS system
We have worked with partners to agree our priorities. They are set out in the Hampshire and Isle of
Wight Joint Forward Plan and include…
the 5 strategic priorities from the
Integrated Care Strategy that will
improve health and wellbeing
outcomes for our population
the 5 transformation programmes
to deliver services that provide the
right care, in the right place, at
the right time helping us return to
financial balance
These are our system priorities, and work on other important areas of health and care continue
within the ICB and in organisations across the system. To be successful we will balance operational
and financial recovery today, with our ongoing transformation of services for tomorrow.
Our renewed focus on the health of the
population is guided by the five ICP priorities
The Integrated Care Partnership is an alliance of NHS, local government and other partners who work together to improve
the care, health and wellbeing of our population. we believe we can and need to improve health and care for our population.
Ambition
Everyone in Hampshire and Isle of Wighthas a
place to connect
Reducing the number of preventable deaths
from heart attacks and strokes so people can
live longer healthier lives
Securing the bestpossibleoutcomesforall children in early years
and as they grow
Preventing mental ill health, promoting positive mental wellbeing and reducing death by
suicide irrespective of anyone’s circumstances
Understanding the impact of trauma and culturally working in a trauma informed way to
prevent or reduce the risk of long-term health and social problems
System reset is centred on our five
Transformation Programmes
Urgent& Emergency
Care
•Standardised approach to
urgent and emergency care
delivery
•Optimised use of alternative
pathways and improved
efficiencies
LocalCare
•Preventative and proactive
case management roll out
•Same day access
•Integrated care closer to
home
•Cardiovascular disease and
diabetes
Discharge
•‘Home First’ model of
discharge and improved
processes within discharge
pathways
Elective Care
•Meeting national waiting time
targets
•Outpatient transformation
including promoting Advice
and Guidance
•Patient Initiated Follow Ups
•Elective Hubs
WorkforceIncrease workforce productivity and reduce overall costs, through:
• Maximising collaboration opportunities
• Substantial reductions in agency expenditure
• Revised provider staffing establishments.
• Reduction in integrated care board workforce capacity
through restructuring and running cost allocation reduction.
System Transformation Programmes
Clinical framework: Quadruple aim
Simultaneous,fair and balancedimprovement of:
• Health and healthcare outcomes that matter to people
• Experience of receiving care
• Experience of providing care
• Effectiveness and efficiency (cost) of care
Impacting this within a complex system, across all our organisations,
patientpathwaysand populationsrequires us to take a systematic and
intentionalapproachto how we plan, design, deliver and continuously
improve.
Inclusion Health
Groups Examples
HIOW PLUS groups
• People who experience
homelessness
• Refugee, asylum seekers and
unaccompanied minors
• Ethnic minority groups affected by
Covid-19
• People with serious mental illness
• People with a learning disability
HIOW PLUS groups
• Looked after Children and Children
leaving Care
• Children in Gypsy and Traveller
communities
• Children of adults in the HIOW Plus
groups, including children
experiencing homelessness
We have identified priorities for our focus
on health inequalities
We are working differently to deliver
change across the system
Across the Integrated Care Partnership priorities and the integrated care system transformation programmes
we have adapted a way of working to ensure delivery whether in the long term or short term:
• Distributed leadership for priority and programmes, leaders from across our NHS organisations and
Partner organisations are driving different programmes of work to ensure system working
• Being clear on the outcomes and indicators we are going after as a system – this could be specific KPIs
which can be monitored daily or long term measurable health outcomes which will shift the dial to
prevention in the long term
• Setting clear strategic goals, priorities and objectives that the NHS and partners can focus on and are
meaningful to everyone
• Working across the system to design and deliver interventions – balancing the benefit of scale with
local involvement, knowledge and relationships
One year on: What have we learnt and
where are the challenges
• There is collective agreement across the system on the priorities and there is a lot of will drive forward
together towards the same outcomes
• Building new systems and partnerships takes time; it can be easy to slip into old ways of working
• Driving change during a time of extreme operational and financial pressure and organisational change can
feel slow
• We need to build more learning/ evaluation into how we deliver things – sometimes the success is in how
we deliver outcomes and not the particular project being delivered
• We can only deliver the system change we need in partnership – we are dealing with wicked and complex
issues and if one part of the system could deliver it, we’d have done it years ago
Opportunities to collaborate
The new partnership and system ways of working allow us to maximise on the research which is ongoing in the
system.
Discover:
• Understand what local research is ongoing or has been done, in line with our priorities and transformation
programmes
• New ways of working through building closer relations and through events like this one.
• The perspectives of different communities experiencing health inequalities and raising their voices in
research and service development ensuring research meets the needs of the population
Develop:
• Relationships across the Integrated Care Board/ System/ Partnership to build a learning culture across the
system.
• A research culture across Hampshire and Isle of Wight that supports research to be embedded into practice
and that encourages further research and investment in research into the area.
Deploy:
• Ensure local research is informing our commissioning of services and to really ensure we are delivering the
best care and achieving the best outcomes for patients
• The expertise and ability to use the right tool for the right purpose (Population Health)
Session 2
Research & innovation
meeting population health
need: what is the ‘ask’?
Professor Mike Grocott
Director
NIHR Southampton Biomedical Research
Centre
NIHR Southampton Biomedical
Research Centre & NIHR Wessex
Experimental Medicine Network
Professor of Anaesthesia and Critical Care Medicine, University of Southampton
Director, NIHR Southampton Biomedical Research Centre (2022-28)
Senior Investigator, National Institute of Health Research
mike.grocott@soton.ac.uk
NIHR Southampton BRC
NIHR Southampton Biomedical Research Centre 2022-28
NIHR Southampton BRC
NIHR Southampton Biomedical Research Centre 2022-28
£25.25 million
Our vision is to improve
health and quality-of-life by
enhancing resilience to
disease, injury and the
consequences of ageing
across the lifecourse through
translation of world-class
experimental medicine.
“
“
COVID-19
FY 17/18 to FY 20/21
Delivering
clinicalresearch
706 studies
Delivering participation
296,483 research
participants
1,816
researchpublications
59 investigators
99 associates
47 academy members
£95,368,107 external funding
Salivatesting
PeRSo
COVID-19 vaccines
Drug trials
IFN-B
NebulisedSufactant
Track record
Experimental medicine
Partnership
Catalyst
Critical Mass of expertise delivering World Class research
Addressing a regional and/or national healthcare priority
Credible leadership of international stature
Our culture
Focus
Integration
Collaboration
Focus
Integration
Democratisation
Person-centredness
Inclusion
Collaboration
Focus
Integration
Democratisation
Person-centredness
Inclusion
Efficiency
Perioperative and Critical Care
• Grocott*
• Levett
Nutrition Lifestyle and Metabolism
• Godfrey*
• Swann
Data, Health and Society
• Hall*
• Lucassson
• Read*
• Faust*
Respiratory and Allergy
• Wilkinson*
• Roberts
Microbiology Immunology and
Infection
NIHR Wessex Experimental
Medicine Network
Lowest decile nationally,healthy assets & health hazards*
Wessex Experimental Medicine Network:
• University of Portsmouth
• Queen Alexandra Hospital
• Bournemouth University
• Royal Bournemouth Hospital
• Hampshire Hospitals NHS Foundation Trust
• University of Plymouth
• University Hospitals Plymouth NHS Trust
• University of Reading
Key partnerships
Wessex Experimental Medicine Network:
• Collaboration between partners & BRC
• Funding available (£50k pa)
• Partners apply – BRC supports
• Alignment with:
• Regional need
• BRC theme(s)
Key partnerships
THANK YOU
Professor Cathy Bowen
Deputy Director
NIHR Applied Research Collaboration Wessex
Research & Innovation meeting
population health need: What is
the ‘ask’ from ARC Wessex?
Professor Cathy Bowen
Deputy Director ARC Wessex
The ARCs place in the research pipelinefor the Wessex region
Wessex Health Partners encompass all research organisations in the region acting as a front door to research.
Wessex Health Partners
Examples of current ARC work using Population Data
Healthy Communities Long Term Conditions
Workforce and Health
Systems
Ageing & Dementia
ARC Wessex
• Family Risk
IdEntificatioNand
Decision(FRIEND)
• Mental health Burden of
Increased Living costs:
Local Support(My
BILLS)
• PROactive,
Collaborative and
Efficientcomplex
Discharge (PROCED)
• Predictionof Acute
RespiratoryInfection
outcomes priorto
Emergency
DepartmentAttendance
(PARIEDA)
• Developing a
Multidisciplinary
Ecosystemto study
Lifecourse
Determinants of
ComplexMid-life
Multimorbidity using
Artificial Intelligence
(MELD)
• Medicines optimisation
Mental Health Social Care
We have some intelligence on Academic Expertise across
Wessex but how do we improve this so that we ensure
succession planning and capacity building for leadership of
next generation research ?
Our Ask: Support for shaping priorities for an “ARC 2”
Our Ask: Support for shaping priorities for an “ARC 2”
• What is the Wessex population need?
For example:
How do we identify
research priorities
reaching diverse
communities not
previously involved in
research.
Professor Saul Faust
Clinical Director
NIHR Clinical Research Network Wessex
Clare Rook
Chief Operating Officer
NIHR Clinical Research Network Wessex
From CRN to RDN - delivering
research across our communities
Saul Faust, Clinical Director
Clare Rook, Chief Operating Officer
CRN Wessex
Areas of strategic focus
Strategic investments and outcomes
● LA embedded researcher roles
○ Funded roles in Southampton, Portsmouth and Hampshire Councils
○ Scoping projects successfully delivered
○ Building research infrastructure to support social care
○ Supporting NIHR Health Determinants Research Collaboration
(HDRC) call
● Ring-fenced funding for communities under-served by
research
○ Small grants scheme for community led research and showcase
event
○ Research champions in social care - collaboration with ARC Wessex
○ Research fellows in primary care and dentistry
Strategic investments and outcomes
● Research Ready Communities
○ URBOND
● Agile Delivery Team
○ ENRICH
● Demographics pilot project
● REN Research Engagement Network
○ Aims to increase diversity in research participation
through the development of research engagement
○ National funding
○ LCRNs partnering with ICB colleagues
Make access to and participation in
research as easy as possible for
everyone across the UK, including
rural, diverse and under-served
populations
UK Vision
People-centred research ● Understand what ‘good’ looks like through
cross-sector analysis that involves the system
and public contributors.
● Invest in innovative trial delivery, increasing
confidence of researchers to design and
deliver studies in people-centred ways.
● Identify most needed treatments and tech by
building demand signalling and horizon
scanning capabilities.
RDN 2024 onwards
NIHR Regional Research Delivery Network
The NIHR RRDNs will have 3 key roles:
● Provide support to research sites to enable the effective and efficient initiation and delivery of
funded research across the health and care system in England
● Enable the strategic development of new and more effective research delivery capability and
capacity. This will include bringing research to underserved regions and communities with major
health and care needs
● Work jointly with DHSC and RDNCC in the strategic oversight of the NIHR RDN to ensure that the
NIHR RDN as a whole serves the needs of researchers and R&D teams, and is responsive to the
changing domestic and global environment for health and care, life sciences and health research.
RDN 2024 onwards
NIHR Regional Research Delivery Network Services
● Study support service
○ plan, place recruit
● Agile research support team
○ regional, flexible delivery teams, working across the community
● Data and analytics
○ will cover the whole research pathway, and primary and community care and social care
organisations, providing visibility of the whole RDN Portfolio and its delivery
● Regional implementation plans
○ aligned to nationally identified priorities RRDN plans will be developed collaboratively with
regional partners, including NHSE regional offices, Integrated Care Systems
● Public engagement
○ purposeful and meaningful engagement and involvement across all RDN processes, activities and
services
Nicola Bent
Chief Executive Officer
Health Innovation Wessex
Health Innovation
Wessex
Nicola Bent
CEO
15th March 2024
Content
• Who we are
• Who we work with
• Our commissions
• Local programmes
• Established by NHS England in 2013.
• 15 local organisations, creating a national ‘network of networks’ -
finding, testing, and scaling innovativesolutions to health and care
challenges to improve population health and generate economic
growth.
The Health Innovation Network (HIN)
(formerly The AHSN Network)
We work with local health and care systems (50%, 10% of
this is InHIP) to find, test and validateinnovation aligned to
their local system priorities and population health needs.
We work together regionally and nationally (50%) to
generate a pipeline of innovation ready for health and
care systems to adopt and scale with our support.
What is our role?
Driving economic growth
Saving money in health and
care
Transforming lives
through innovation
by…
Improving the health of
patients
Who we work with
Patients NHS regions
and local
health and
care systems
Innovators
and life
science
sector
Academia UK PLC
Our national commissions to support local systems
Our core objectives from
NHS England are to:
• Generate a rich
pipeline of
demonstrably useful
evidence-based
innovations
• Support spread and
adoption of proven
evidence-based
innovations across
England
Our core functions from
Office for Life Sciences
(OLS) are to act as
innovation exchanges to:
• Identify need and
communicate regional
priorities
• Signpost and support
innovators
• Validate in real-world
settings
• Adopt and spread
innovations
We act as the delivery
arm for the National
Patient Safety
Collaboratives on:
• Managing Deterioration
• Mental Health, Learning
Disabilities, and Autism
Safety
• Medicines Safety
• System Safety
• Maternity and Neonatal
Safety
Our Local Programmes
During 2023-24 our local focus areas included: For 2024-25, our planned local focus areas will be:
Local Focus HIoW Dorset
Virtual wards(frailty) and
Technology enabled
care
√ √
Cardiovascular Disease √
Placed Based
Partnerships
√
Mental Health and
wellbeing
√
Polypharmacy √
Local Focus HIoW Dorset
Cardiovascular Disease √
Children and Young
People Mental Health
√
Children and Young
People Healthy Weight
√
Women’s Health Hubs √ √
Proactive Care √
Population Health Management – Our InHIP work
Innovation in Health Inequalities Programme (InHIP)
Hampshire and the Isle of Wight:
• Involves working with and supporting Primary Care Networks (PCNs) to develop models of
community case finding for hypertension (HTN) and atrial fibrillation (AF) in HIOW.
• Focused on the five most deprived PCNs in HIOW with co-design / outreach and community
led approached to case finding for hypertension and AF.
• Health Innovation Wessex is collaborating with Hampshire County Council, public health
teams in Southampton and Portsmouth, the ICB/ICS CVD leads, Primary Care Network
members, community groups, and health inequalities leads.
Dorset:
• Involves 3 work packages designed to understand and increase uptake of the Faecal
Immunochemical Test (FIT) in Core20PLUS5*symptomatic patients across Dorset, this includes:
• Colorectal Cancer (CRC) and FIT testing awareness in rural and coastal communities.
• C the Signs software deployment.
• Evaluation of the FIT awareness campaign in the Core20PLUS5 population.
*Core20PLUS5: Maternity, Severe Mental Illness, Chronic Respiratory Disease, Early Cancer Diagnosis, and Hypertension case-finding.
Supporting local academics to implement
research into practice
Active Lives
Innovation: Active Lives is a digital tool,
designed for those 65+, which provides a
tailored programme to improve physical
activity levels easily and safely.
Our role: We supported Dr Kat Bradbury
(University of Southampton)to identify
which digital intervention pathways were
most impactful with those 65+, and
provided support to scale up the
innovation.
Innovation: The DIALOR project combines
health coaching and digital self-
management to provide targeted,
individualised care for symptoms of frailty
and long-term conditions.
Our role: We are an active member of the
DIALOR steering, providing connections,
insight, and support in innovation testing,
implementation, and signalling learning to
local ICBs.
DIALOR
Innovation: NIPP accelerates the evaluation
and implementation of innovations that
support post-pandemic ways of working,
build service resilience, and deliver benefits
to patients.
Our role: We provided evaluation, insight
expertise, and connection to local
communities. Our research findings on
perceptions of Digital Remote Monitoring
(DRM)fed into the final output report.
NIPP
Supporting local academics to implement
research into practice
Health InnovationWessex
InnovationCentre
Southampton Science Park
2 Venture Road
Chilworth
Southampton
S016 7NP
E: enquiries@hiwessex.net
@HIWessex
T: 023 8202 0840
healthinnovationwessex.org.uk
Session 4
Understanding Wessex
Population Health Need
Examples of resources available to
help us better understand population
need
Katie Taylor
Head of Population Health
Management
Hampshire & Isle of Wight Integrated
Care Board
Hampshire and Isle of Wight
Population health management
March 2024
The vision for population health management in
Hampshire and Isle of Wight ICB
Using insight from combined health and care data
to improve patient-centred care, reduce
inequalities, target interventions and make
evidence–based decisions which
improve outcomes for people and communities
The pillars of population health management
Data translation
skilled analysts
exploring data
alongside decision
makers
Capability
building a skilled
workforce to use
population health
management
approach
Infrastructure
linked person-level
data in an easy to
access format
The HIOW population health platform enables:
Prediction
Visualisation
Management
Data held in one place from health,care
and beyondacrossHIOW
Informationdisplayedin insightfuland easy
to use dashboards
Use of analytics to predictrisk of poorer
outcomes for groupsand individuals
Population health platform available analytics
Population profile
Preventing chronic
disease
System utilisation
Severe mental
illness
Self Service
Enables identification of patients with outstanding elements of their SMI
physical health check, supports decision-making and planning for health
checks and provides information for mandatory quarterly reporting.
Provides a view of how the population is interacting with the system to
identify cohorts most at risk who could benefit from planned interventions to
reduce hospital admissions and improve outcomes.
Gives a view of those sectors of the population at risk of developing long-
term conditions with a particular focus on cardiovascular disease, diabetes
and hypertension
Shows demographic, behavioural risk data and long-term condition
information, which can be used to support identification of potential
inequalities in health and care access
Allows users to analyse population health data to help better understand
population needs and identify new cohorts of patients for further
investigation or actions.
LIVE
Current platform data feeds
Southern Health
SystmOne (primary care)
Secondary use services (SUS)
EMIS (primary care)
COMING SOON
Hampshire Hospitals
Population health
platform and analytics
(HealtheIntent)
Easy to use analytics where
linked data can be used for
analysis,risk stratification and
identification ofpatients for
targetedactions
Allowed purposes for use of population health platform
Understanding the needs of the care system’s population, including
health inequalities
Targeting support to where it will have the most impact, using
segmentation and stratification toolsets
Identifying early actions to keep people well, not only focusing on
people in direct contact with services, but looking to join up care
across different partners
Planning and improvement of services
With thanks to Jon Rumsey
Opportunities
• Use population health platform to support understanding Hampshire and
Isle of Wight population prioirities
• Consider option to make platform data available for research purposes
• Connect into an Integrated Care Board overall research strategy
Vicky Toomey
PrincipalAnalyst – Public Health
Southampton City Council
Vicky Toomey- SouthamptonCity Council
Southampton Data Observatory
JSNA
The Southampton Data Observatory
Southampton Data Observatory
• Incorporates JSNA (Joint Strategic
Needs Assessment
• Provides Data, Insight and Intelligence
• Evidence based decision making
• HDRC part of the Data Insight and
Intelligence team
JSNA
Demography headlines
• The city has a ‘spinning top’ shape population structure with a larger
young population, influenced by two universities and economic migrants
• The birth rate, although higher than England is falling. Comparing births
data and Censuses over time, we can see the city has become more
culturally diverse
• Like most areas, our 65 years+ is forecasted to
increase (+18.7% in the city between 2022 and 2029).
This is even greater for the 80+ age group, which is
forecast to increase by +29.1%. This ageing population
will provide a future challenge and likely increase
demand for health and social care services
Deprivation
• Southamptonis ranked 55th
(previously 54th) most
deprived of 317 local
authorities
• Around 12% of Southampton’s
population live in
neighbourhoodswithin the 10%
most deprived nationally (18%
for the under 18 population)
• Like combining values for all
ward neighbourhoodsto give a
ward value.We can combine
values for the most and least
20% deprived neighbourhoods
to explore inequalities
Most 20%
deprived
Least 20%
deprived
Life expectancy and healthy life expectancy
Females in the city may live longer than males but they live in poorer health for longer which ever deprivationquintile
they live in.
Looking at life expectancy versus healthy life expectancy, in the most deprived 20% England quintiles (used by Core20+5
analysis), males live on average for 18.4 years in ill health however females live for 19.2 yearsin ill health. Both males and
females in the most deprived quintile live a quarter (24%) of their shorter lives in ill health.Males and femalesin the least
deprived quintilelive a seventh (15%) of their lives in ill health
75.6 77.5 78.7 81.6 83.4
57.1 61.9 64.7 69.2 71.2
18.44 15.55 14.00 12.49 12.12
0
10
20
30
40
50
60
70
80
90
0
10
20
30
40
50
60
70
80
90
Most deprived
(IMD 1)
IMD 2 IMD 3 IMD 4 Least deprived
(IMD 5)
Years
in
ill
health
Years
LE
/
HLE
Life expectancy comparedwith healthy life expectancy for MALES in
Southampton, by England deprivation quintiles, 2019-21*
Male Life Expectancy Male Healthy Life Expectancy Male Years in ill health
Source: NHS EnglandandONS using ONS Silcocks methodfor Life Expectancyand ONS Sullivanmethodfor HealthyLife
Expectancy, *provisional data
20% 18% 15% 15%
24%
80.3 82.4 83.3 84.3 83.7
61.1 64.8 67.4 71.0 71.5
19.25 17.61 15.93 13.32 12.23
0
10
20
30
40
50
60
70
80
90
0
10
20
30
40
50
60
70
80
90
Most deprived
(IMD 1)
IMD 2 IMD 3 IMD 4 Least deprived
(IMD 5)
Years
in
ill
health
Years
LE
/
HLE
Female Life Expectancy Female Healthy Life Expectancy Female Years in ill health
Source:NHS EnglandandONS using ONS Silcocks methodfor Life Expectancyand ONS Sullivanmethodfor HealthyLife Expectancy,
*provisional data
Life expectancy compared with healthy life expectancy for FEMALES in Southampton:
by England deprivation quintiles, 2019-21*
Years in
ill-health 24% 21% 19% 16% 15%
Gap in life expectancy
The chart shows the relative contribution that nine broad
causes of death have on the gap between life expectancy
for Southampton the most deprived and least deprived
quintiles of Southampton 2020 to 2021 period.
Males
Circulatory (20.5%) cancer (19.7%) and respiratory
(19.2%) deaths are the largest groups contributing to the
gap in male life expectancy the most deprived and least
deprived quintiles of Southampton . A deeper data dive
shows the two largest causes are chronic lower
respiratory disease followed by heart disease.
Females
Circulatory diseases (24.6%) is also the largest group
contributing to the gap in female life expectancy
between the most deprived and least deprived quintiles
of Southampton with respiratory diseases (23.6%), other
causes (14.9%) and external causes (10.5%), cancer was
only 3.5% for females, unlike for males where it was over
5 times higher.
More detailed analysis shows the single largest causes of
the gap in female life expectancy is chronic lower
respiratory diseases followed by other causes and lung
cancer.
COVID-19 contributed4.3% to the gap in male life expectancy
and 4.2% to the gap for female life expectancy.
JSNA
Life expectancy and mortality headlines
• Poor health and premature mortality are intertwined. In 2020-2022, male life
expectancy was 77.8 years in Southampton; significantly lower than England (78.9
years) and for females it was 82.4 years; again significantly lower than that for England
of 82.8 years
• Males and females are affected unequally in terms of life expectancy and healthy life
expectancy, and this varies for each sex by deprivation
• Both males and females in the most deprived quintile live a quarter (24%) of
their shorter lives in ill health. Males and females in the least deprived quintile live a
seventh (15%) of their lives in ill health
• The causes behind the gap in life expectancy between those in the most and least
deprived parts if the city are for both males and females; circulatory, respiratory and
some cancer
Chronic/Long-term conditions (LTCs)
89.0% have no
LTCs at age 0-4
By 40-44 over half
have at least 1
LTC
By age 60-64 over
a third (38%) have
at least 3 LTCs
By age 80-84 over
a third (34%) have
at least 6 LTCs
• An ageing populationcompounds
the prevalence of chronic/long-term
conditions as people tend to
develop more long-term or chronic
conditions as they grow older
• Age analysisshows multi-morbidity
increases with age, by 40-44 over
half of residents have at least one
chronic/long-term conditionand by
80-84 over a third will have at least
six long term conditions
• Analysisof snap shots from 2021 GP
patientdata shows more diagnoses
of multiple chronic/ long-term
conditions earlier in their life course
than in 2017
Leading causes and risk factors of living in poor health
Causes Southampton Hampshire Isle of Wight England
Portsmouth
Risks Factors Southampton Hampshire Isle of Wight England
Portsmouth
Source: Global Burden of Disease, University of Washington 2021
Top 10 Causes attributedto Years
Lived with Disability(YLDs)
Low back pain and diabetes are
the two leading causes of
disabilityacross the local area
and nationally
Top 10 Risk Factors attributedto
Years Lived with Disability(YLDs)
High body mass index (being
overweight/obese) and high
fastingplasma glucose are the
two leading risk factors causing
disabilityacross local area and
nationally
Understandingthe leading causes and riskscontributingto living in poor health helps inform health and wellbeing action
Linked analysis of Southampton’s NCMP measurements
• Southampton has seen a
16% increase in Year 6
excess weightrates since
2016/17.
• Linked analysis of Year 6
children in 21/22 showed us
while Year R obesity is a
predictive factor for obesity
in Year 6, interventions
targetedat obese children
in Year R will only have the
potential to reduce Year 6
obesity by a maximum of
one third (as two thirds of
obese Year 6 children were
not obese in Year R).
Southampton
Source: NCMP – NHS Digital
The Food Environment
Food environmentimpacts on childhood obesity
Fast food outlet data highlighted the majority of
residents live with a 5-10 minute drive or a 1km
walk of a fast foodoutlet
Almostall residents are within a mile of a fast
food outlet, 7 out of 10 schools are within 400m
of a fast foodoutlet, with closer proximities in the
city centre and deprived areas.
Access to supermarkets with larger floor spaces (2,800+m2) holding
more range and more likely to include budget brands is further
away from people in the East of the city and Bassettand
Swaythling.
People in deprived areas are less likely to order groceries online
The full food environment analysis is on the DataObservatory
• Workplace earnings are £52 (8.0%) more per week than resident earnings for full time workers in Southamptonin 2023
• Whilst the inequality gap between workplace and resident earnings appearsto have narrowedin recent years, the gap is
still the third largest among comparators
• High workplace earnings suggests that good skilledemployment opportunitiesexist in the city. However, lower resident
earnings suggests that commuters into the city have those high skilled jobs, which residents are not benefittingfrom
Inequalities – Workplace vs Resident
Source:Office for National Statistics – Annual Surveyof Hours and Earnings – data for the most recent year is provisional
Wider determinants or building blocks for health
Deprivation
55th most deprived for 317
lower and unitary LAs
28% of Southampton population
are in England's 20% mostdeprived
neighbourhood
Domestic abuse (related crimes)
1.5x higher than England & Wales
5.5x higher
Most deprived quintile vs least deprived
All crime
1.5x higher than England & Wales
2.6x higher
Most deprived vs least deprived
Child poverty
1 in 4 compared
to 1 in 5 in England
3.7x higher
Most deprived quintile vs least deprived
Attainment8 Score
5% lower than England
1.3x lower
Most deprived vs least deprived
Universal Credit
9.5% higher than England
5.7x higher
Most deprived vs least deprived
Janine Ord
Head of Population Health
Management
NHS Dorset
Understandingpopulation
health need in Dorset
Janine Ord
Head of Population Health Management
NHS Dorset
15th March 2024
Population Need
• Wider determinants
• Healthcare data
• Unmet need
• Access, experience and outcomes
• Planned and unplanned care utilisation
• Overtreatment and undertreatment
• Thresholds for accessing care
Implementation Decay Model
Components of Unmet Need
Have
the
problem
Awareness
of
problem
Eligible for
intervention
Optimal
Intervention
Compliance
with plan
(Bentley 2016)
Have the Problem
Awareness of the Problem
Eligible for Intervention
Optimal Intervention
Compliance with the plan
Implementation Decay Model
Components of ‘Implementation Decay’
Have
the
problem
Awareness
of
problem
Eligible for
intervention
Optimal
Intervention
Compliance
withplan
(Bentley 2016)
Awareness - Under-recognition of risks/illness and sources of help
Navigation - risk of illness identified but barriers and access issues to support advice/intervention
Unwarranted variation in quality of provision
Insufficient assets for recovery or ongoing support for self-management
Outcomes and Evaluation
Janine Ord 15/03/2024
Mark Sharman
Chief Executive
Help & Care
Mark Sharman - Chief Executive
Help & Care
Wessex Integrated Care, Population Health,
Research and Innovation Learning Event:
Discover, develop, deploy
“People and Communities
living the lives they choose”
The Gay and Grey Project (2003-2006)​
• Issues related to discrimination, fear of
coming out, and the need for accepting
service provision emerged from the
research.​
• First in the UK to amass a sizeable sample
of older LGBT people (NIHR, 2009:24).
• Methodology is acknowledged as offering
an inclusive approach to sexual
orientation research (Equality and Human
Rights Commission, 2008: 427)
• Acknowledged by the Social Care Institute
for Excellence as providing insights which
promote good practice with older LGBT
people (SCIE, 2011, p.15).​
A “Messy” Sector
Benefits of working with
the sector?
The power of stories…….
Contact……
mark.sharman@helpandcare.org.uk
kathryn.loughnan@helpandcare.org.uk
Professor Chris Kipps
Clinical Director of Research &
Development
University Hospital Southampton NHS FT
Investing in NHS data
infrastructure to support
research
Wessex Subnational SDE
NHS Long Term Plan
January 2019
Saving and Improving Lives
March 2021
Life Sciences Vision
July 2021
Genome UK
March 2022
Mandate for change
We are delivering a range of ambitions across life sciences, research, and data-driven innovation
Up to £200 million to boost NHS
healthcare data research
March 2022
Goldacre review
April 2022
Data Saves Lives Strategy
June 2022
James
O'Shaughnessy's Clinical Trials
Review
May 2023
Our R&D
Mission
Delivering
rapid access to
the world’s
largest linked
health datasets
Improve Care
Support Innovation
Sustain the NHS
Six use cases
Data for R&D investments are guided by six key, high level use cases
We are addressing these needs
through a federated Network of SDEs
• A single programme delivering
access to 55 million population
scale, whilst nurturing regional
innovation
• Full coverage of rich multimodal
data across imaging, pathology,
genomics and structured data
• Access to NHS and academic
partnerships for delivery for expertise
and translational connectivity
• Underpinned by patient and public
involvement and engagement
• Leverages full ecosystem capacity
and prior investment
National Research Data Vision:
Wessex SDE
for R&D
(one of 11)
Docking in with the ecosystem
Where we’ve been Where we’re going
Research Innovation Improvement
Wessex SDE Technical Architecture – Minimum Viable Product
UHS
Dataset
Research Platform
Wessex SNSDE
Trusted
Researchers
Researcher Portal
Data Availability & Access Requests
Researchers
Secure Link
DiiS
Dataset
Research Platform
Secure Link
Secure Environment
for Study Data Access
& Analysis Execution
(Project Data only)
Project
environment
Other data
sources
Trial Data
Biobanks
ONS
Biology
Local Authority
Wearables
Data
Access
Comm.
Data Release
for specific
project
For all Wessex: we just need to make it so
Hampshire and
Isle of Wight
ICS
Dorset
ICS
Hampshire
HospitalsNHS FT
Portsmouth University
HospitalsNHS Trust
Isle of Wight
NHS Trust
University Hospitals
SouthamptonNHS FT
(lead organisation)
University Hospitals
Dorset NHS FT
Dorset County
HospitalNHS FT
Solent
NHS Trust
Dorset Healthcare
University
NHS Trust
Southern Health
NHS FT
+ c.230 GP Practices
Wessex and the South SDE Consortium
Investing in NHS data
infrastructure to support
research
Wessex Subnational SDE
Cassie Sims
Senior Business Intelligence
Partner
Dorset County Hospital NHS FT
The Data and Analytics Centre of Excellence (DACOE) is a community
designed to ignite and empower our data analytics workforce across health,
care and associated sectors.
Working collaboratively across organisational, system, sector, and
geographical boundaries, we have created a network of like-minded people
that peers can tap into for learning and support in a fun, safe and energised
environment.
In line with national best practice, we place data analytics at the forefront of
our professional spheres in support of the delivery of better outcomes for our
populations.
DACOE
DACOE consists of 15
Organisations with over
500 members!
What we offer…
Training
We offer training to our community with a DACOEspin! We work with independent trainers, organisations
such as Microsoft, and NHS initiatives such as Making Data Count to facilitate the training needs of our
community.
SQL
Effective Communication
Events
Quarterly Virtual Events
An opportunity for our entire community to listen to esteemed speakers on a variety of topics from both
within the world of Health and Care and outside of it, or to take part in a data-themed workshop. Our latest
event "Using Audience Insights and Storytelling to Improve your Data Dashboard Design" featured Professor
Anna Feigenbaum, Professor in Digital Storytelling at Bournemouth University
Annual Face to Face Event
Once a year we run a face-to-face event to get as manymembers of the community together to network, get
active and engage, listen to inspiring speakers, and generally share and learn from each other. We welcomed
180 DACOEmembers to the 2023 summer event at Vitality Stadium in Bournemouth in June. Attendees came
from across the data analyst, data engineer, data scientist and data leader spheres and wider. We had more
attendees from across Hampshire than ever before and double the amount of Local Authority colleagues.
Collaboration and Networks
Spin-off DACOEnetworks are something we are keen to encourage...
Skills & Insights Network
Once a month we facilitate a half hour Skills and Insights session giving colleagues around the community the opportunity to showcase
work, ask questions, share tips and tricks, and generally learn from one another. We have hosted 36 sessions so far covering a range of
topics including Power BI functionality, Statistical Process Control (SPC), Data Science and R Studio, plus showcasing of reports being
developed across our member organisations. We regularly get over 50 participants on these calls and have had presenters from across
the community and from national partners.
Data Quality Network
We have supported a colleague at University Hospital Southampton (UHS) to establish a Data Quality Network. They meet virtually,
regularly to discuss a ‘Hot Topic’ for example accurate capture of ethnicity data. There are endless possibilities in this space. For
example, we have discussed the potential for a Software / App Developer Network, and specialist areas like Data Science, Population
Health Analytics, Data Engineering, Data Literacy. Whilst we cater already for general learning, knowledge exchange and networking,
this gives specialists the opportunity to focus on their specific subject and get into the detail. It also empowers members of the
community to lead a subgroup in an area they are confident and comfortable in.
Data Engineering Network
Launched in 2023, our DACOE Data Engineering network meets regularly to discuss current challenges, solutions and to keep an eye
firmly on the future of Data Engineering. Lead by representatives from DACOE Organisations they are due to launch SQL Training for
the DACOE community.
enquiries@wessexhp.org.uk
@wessexhp
Wessex Health Partners
bit.ly/WHP-newsletter
wessexhp.org.uk
Contact us

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Wessex Health Partners Wessex Integrated Care, Population Health, Research & Innovation Learning Event 15 March 2024

  • 1. Welcome to Wessex Integrated Care, Population Health, Research and Innovation Learning Event: Discover, Develop, Deploy 15th March 2024 Axis Conference Centre Southampton Science Park Chilworth SO16 7NP WessexHealth Partners isa strategicalliance ofuniversities,NHS organisationsand HealthInnovationWessex,workingacrossDorset, Hampshire and the Isle of Wightto acceleratebetterhealth and care through research,innovationand training.Its founding partners are AECC University College,BournemouthUniversity,DorsetCountyHospital NHS Foundation Trust,DorsetHealthCareUniversityNHS FoundationTrust, Hampshire and Isle of WightIntegrated Care Board,HampshireHospitalsNHS Foundation Trust,HealthInnovationWessex,NHS Dorset, PortsmouthHospitalsUniversity NHS Trust,SolentNHS Trust,Southern Health NHS Foundation Trust,University Hospitals DorsetNHS FoundationTrust,UniversityHospitalSouthampton NHS Foundation Trust,University of Portsmouth and University of Southampton.
  • 2. Aims of the day To develop a shared understanding of: 1. Integrated Care Partnerships (ICP), Systems (ICS) and Boards (ICB) and their roles in meeting the health and care needs of the population. 2. The key health and care challenges and priorities for Dorset and Hampshire and Isle of Wight. 3. The ‘ask’ to the R&I community. 4. Current approaches and sources of information that can help us understand population health need in Wessex. 5. What action is needed to increase partnership working, make the most of the resources we have and accelerate improvements in health and care through research, innovation and training.
  • 3. Wessex Health Partners A regional partnership improving population health & patient outcomes with global impact. wessexhealthpartners.org.uk
  • 4. Wessex Health Partners ➢ Combining expertise to address health and care challenges and inequalities faster ➢ Partnerships and collaborations are more attractive to funders ➢ Legislative changes to promote collaboration and civic responsibility
  • 5.
  • 7. Session 1 Wessex health and care: challenges and priorities
  • 9. Integrated Care Partnerships, Systems and Boards; what does this mean? Jenni Douglas-Todd Chair, NHS Dorset Integrated Care Board
  • 10. The impact of a complex, competitive system × Fragmentation × Misaligned incentives × Duplication of efforts × Unclear access points × Workforce deterioration × No long term sustainability × Focus is ill-health, not living well
  • 11. What has changed? The Health and Care Act 2022 established a legislative framework which supports collaboration and partnership working to integrate services for patients. It introduced significant changes to how the NHS in England is organised to promote integrated care, building on existing work to join up services and remove barriers that were getting in the way of this. It is deliberately flexible to enable local discretion. By putting the emphasis on integrating care, it should lead to improvements in population health and patient experience, particularly for those living with multiple conditions. In the long term, the changes introduced are key to improving services for patients and delivering ambitions to improve population health and reduce inequalities. The NHS Provider Licence has been updated to reflect the statutory duty NHS provider organisations have in delivering integrated health and social care services.
  • 12. Explaining the acronyms…ICS, ICB, ICP?! ICS Integrated Care System A partnership of organisations that come together to plan and deliver joined up health and care services, and to improvethe lives of people who live and work in their area. ICP Integrated Care Partnership A statutory committee jointly formed between the ICBand all upper-tier local authorities that fall within the ICS area. The ICP brings together a broad alliance of partners concerned with improving the care, health and wellbeing of the population, with membership determined locally. The ICP is responsible for producing an integrated carestrategy on how to meet the health and wellbeing needs of the population in the ICS area. ICB Integrated Care Board A statutory NHS organisation responsiblefor developing a plan for meeting the health needs of the population, managing the NHS budgetand arranging for the provision of health services in the ICS area. The establishment of ICBs resulted in clinical commissioning groups(CCGs) being closed down. The ICBis the Statutory NHS organisation, however, theBoard of the ICBis a unitary Board. This means oversightand membership is drawn fromthekey statutory and non-statutory organisations in the area. In Dorset our Board includes 2 members from each Local Authority; CEOs of our Acute and Mental Health Trust; GPs and the VCSE sector. A quick note regarding theBoard of the ICB
  • 13. A remit much broader than before – our 4 key purposes Collaborating as ICSs will help health and care organisations tackle complex challenges, including: a) Improving thehealth of children and young people b) Supporting people to stay well and independent c) Acting sooner to help thosewith preventable conditions d) Supporting those with long-termconditions or mental health issues e) Caring for thosewith multiple needs as populations age f) Getting the best fromcollective resources so peopleget careas quickly as possible
  • 14. Our opportunity • The potential for systems to tackle challenges by bringing multiple organisations together • Movement away from centralised care to delivery at place and neighbourhood level • Greater autonomy with robust accountability • Shifting the focus upstream to prevention to improve population health • Increased participation from the public to manageand improve own health and wellbeing From fortresses to systems From ill-health services to thriving communities From command & control to shared responsibility
  • 15. • 2 Local Authorities • Public Health • Integrated Care Board • 2 NHS Acute HospitalTrusts • 1 NHS Community and MentalHeath Trust • GP Alliancerepresenting the 18 PCNs, Pharmacy, Optometry and Dental services • VCS Assembly representing c8000 organisationsand groups • Ambulance Trust Dorset ICS – partners working together as a system
  • 16. Professor Julie Parkes Professor of Public Health & Head of Population Health Sciences Centre University of Southampton
  • 17. Public Health: Population Health Need in context Dr Julie Parkes Professor of Public Health University of Southampton Head of NHSE SE School of Public Health Wessex Health Partners March 15th 2024
  • 18. What is Public Health? 18 “The science and art of promoting and protecting health and well-being, preventing ill-health and prolonging life through the organised efforts of society.” Health Protection Health Services Health Improvement Public Health Intelligence Epidemiology Biostatistics PopulationData Communicable disease control Vaccine preventable disease Immunisations Emergency planning Wider determinants Health Promotion Psychosocial impacts Strategies and policies Health & Justice Effectiveness, quality and safety Evaluation of services/interventions Using evidence and data REDUCING HEALTH INEQUALITIES- NO-ONE LEFT BEHIND Behavioral change Behavioral change
  • 19. A Social Model of Health (Dahlgren & Whitehead, 1991)
  • 20. PUBLIC HEALTH Workforce across Health & Care Systems PUBLIC HEALTH SPECIALISTS GMC/UKPHR CORE PH Workforce Principle; Practitioner PH analysts: data intelligence WIDER SYSTEM & Workforce Local Authority/ University/UKHSA /VoluntarySector/ NHS/ ICB/ NHSE Regional& national healthcarePH/ Office Health Improvement and Disparities All workforce in health& care system Voice of population: co productionof dataand evidence on needs and priorities
  • 21. Population Health Needs: informing health and care services •Need =capacity to benefit from services • Health needsassessment-processof identifying the unmet health and healthcare needs of a population, and what changes are required to meet those unmet needs. • Systematic approach so that the most effective support for those in the greatest need can be planned and delivered. • Involves epidemiological, qualitative, and comparative methods to describe health problems of a population; identify inequalities in health and access to services; and determine priorities for the most effective use of resources.
  • 22. Population Health Data •DPH Annual Report/Joint Strategic Needs Assessment (JSNA)/Health & Well Being Boards •OHID Fingertips. https://fingertips.phe.org.uk/ •Evidence: primary/secondary •Population Health Management • System wide integrated collaborative data and digital /ICS/NHS/Local
  • 23. Training, Opportunities and Resources in Population Health Needs across the system • Population Health Fellows Programme • https://wessex.hee.nhs.uk/wider-workforce/population-health/ • https://nhsproviders.org/population-health-framework • Working in partnership with communities • Community Participation Action Research • SE showcase event June 6th Contact: england.publichealthschools.se@nhs.net
  • 24. Public Health –everyone’s business working collaboratively across whole of Wessex systems to reduce inequalities in physical and mental health. working collaboratively across the system to provide services for people in Wessex based on data and evidence
  • 25. Dr Paul Johnson Chief Medical Officer Dorset Integrated Care Board Ashleigh Boreham Deputy Chief Officer Strategy and Transformation Dorset Integrated Care Board
  • 26. NHS Dorset System and Joint Forward Plan Friday 15th March Dr Paul Johnson: Chief Medical Officer Ashleigh Boreham: Deputy Chief Strategy & Transformation Officer
  • 27.
  • 28. The Dorset System The Dorset Integrated Care System (ICS) is made up of several organisations, working together locally, to deliver health and care services to the people of Dorset The diagram illustrates the Dorset system – showing those organisations working together locally with providers of primary care medical services, the voluntary and community sector, and people and communities within Dorset.
  • 29. System Partners – Research and Innovation
  • 30. Wessex Health Partners and Community Research Mobile shared learnings with Art University Bournemouth and HealthBus Partnership with Wessex Health Partners and HealthBus Team to extend concept of community mobile clinics to deliver and conduct research with and in the community to Improve access and our understanding those communities whilst engaging with university students on the design
  • 31.
  • 36.
  • 37. ICP Strategy 5 Year Forward Plan Improve the lives of people impacted by poor MH HealthInequalities Plan Prevent children from becoming overweight Increase the % of older people living well and independently Add healthylifeyears Reduce the gap in healthy life expectancy 2 3 4 People Plan Digital Strategy Transformation Roadmap 1 Making Dorset the Healthiest Place to Live Research Plan Estate Strategy Clinical Strategy Integrated Neighborhood Teams Plan
  • 38. Moving from life span to health span Making Dorset the healthiest place to live
  • 39. Design Principles • Population-based approach to interventions • Understand the impact of interventions on health inequality in terms of access, experience and outcomes • Reducing unwarranted variation • Focus on • Prevention • Case finding and early treatment • Optimal management • Outcome metrics / evaluation ‘Some is not a number, soon is not a time’ Don Berwick
  • 40. The Focus on transformation across the health continuum Prevention Case finding and early help Optimisation of treatment Civic level / Community based / Service based Understand and reduce health inequalities across all levels
  • 41. • Demonstrate impact - data driven and evidence informed • Outcome focused – 'how much by when’ and who will benefit? • Identify opportunities to adopt and scale good practice locally, nationally and internationally to deliver 'what works' in Dorset • Understand the wider societal benefits of programmes and impact on Health Inequalities • Joint working with partners to reduce duplication, deliver greater impact and ensure sustainability • Consistency in approach and assurance through Gateway Process and Board Assurance Framework Our Joint Forward Plan - Guiding Principles
  • 42. 2024-25 Joint Forward Plan Refresh • Delivery Planfor our ICS Strategy:‘5 Pillars’: • Making Dorsetthe healthiest place to live • Transforming what we do • Improving or Health & Care services today • Aligning our System Lookingback (In-FlightProjects,BAU) & looking forward • Did we deliver on what we said we would do – and what has beenthe impact? • What are we planning to do – and how do we anticipate this will impact performance? What’s new/different? • Reflectionon our successand achievements • Extra focus on financial context (FP) • Additional emphasis on public/patientinvolvement • Checking we meetexpectations of the latest guidance • Researchand Innovation Sustainable change – measure, evidence Align approach, system and priorities Capacity is scarce – what can we share? Agree strategic approach to transformation – how do we do large scale change? 'Spring clean' Get Ready, be Ready Continual Rapid Improvements Start Small – adopt and scale Outward mindset – relationships, partnerships Sector based work, shared approach i.e. suicide prevention, HIU, Vaccinations Reframe What we need What we are doing Focus on • Look back • Impact • Progress • Priorities
  • 43. Pre Concepti on and maternity care Snapshot of Discovery work and Innovation....Opportunities to Reimagine Care and Patient Experience Oral Health Women's Health Hub Perinatal MH 0-19 nutrition and activity MH Integrated Comm Care CYP MH Dementia Women's health hub Urgent and emergency care EHR Urgent and emergency care HI Programme Anticipatory Care Virtual wards CVD Prevent PILLAR 2 PILLAR 3 PILLAR 5 PILLAR 4 LD and Autism Community Conversations Integrated care model Anticipatory Care Virtual wards Urgent and emergency care Diagnostic investigation Elective Recovery Cancer Primary care Recovery POD services Integrated care model
  • 44. Pillar Objectives met by current Projects 71, 35% 78, 38% 38, 19% 2, 1% 14, 7% Projects by Number of Pillars Met (0-4) 0 1 2 3 4 41 55 70 52 Count of Pillar 1 - Improve the lives of 100,000 people impacted by poor mental health Count of Pillar 2 - Prevent 55,000 children from becoming overweight by 2040 Count of Pillar 3 - Reduce the gap in healthy life expectancy from 19 years to 15 years by 2043 Count of Pillar 4 - Increase the percentage of older people living well and independently in Dorset 0 10 20 30 40 50 60 70 80 Number of Projects Meeting each Pillar 71 projects do not meet any of the 4 pillars 78 projects meet 1 of the 4 pillars 48 projects meet 2 of the 4 pillars 2 projects meet 3 of the 3 pillars 14 projects meet all 4 pillars 41 Projects meet pillar 1 objectives 55 Projects meet pillar 2 objectives 70 Projects meet pillar 3 objectives 52 Projects meet pillar 4 objectives
  • 45.
  • 46.
  • 47. What does 5 years forward look like? NOW Run the Business NEXT Change the Business 5YF Plan Our 'Future State' - Transformedand sustainable For example: • Pan Dorset EHR • Optimal Partnerships & Relationships • #OneDorset approach to Transformation Business As Usual: Our 'Steady State' For Example: • Delivery / Operational Plans • Service Improvement/QI/NHS IMPACT • Test and change • Commissioning • Procurement and Contracting • Quality and Safety • Performance Management
  • 49. Dr Lara Alloway Chief Medical Officer Hampshire & Isle of Wight Integrated Care Board Caroline Morison Chief Strategy & Transformation Officer Hampshire & Isle of Wight Integrated Care Board
  • 50. Hampshire and Isle of Wight: ICP Strategy and Joint Forward Plan Caroline Morison and Dr Lara Alloway
  • 51. Hampshire and Isle of Wight
  • 52. Hampshire and Isle of Wight Portsmouth Although Portsmouth owns its own motorway (M275) , more than 3 in 10 households in Portsmouth have no access to a car or van. This can have a significant impact not only on accessing services but wider determinants e.g. employment options. Hampshire Gosport has the highest proportion of veterans in the country 12.5% of the population. New Forest has the third highest proportion of people aged over 100 years in the UK. Isle of Wight The median age for the Isle of Wight is 51 years compared to 40 years nationally. The Isle of Wight has 57 miles of coastline – coastal communities present significant and unique challenges to population health. Southampton There are 40,000 students living in Southampton. The total population of Southampton is just over 250,000. As a comparison there are 1.1 million people living in Birmingham, and 80,000 students. Tobacco, healthy weight and diabetes drive the most death and disability in our system. Lifestyle choices such as smoking, poor diet, physical inactivity, obesity and harmful alcohol use all contribute to these and drive up the burden of preventable ill health
  • 53. Starting at the beginning… While system working is complicated, we are clear on the aims of coming together… These are the things that: • No single organisation ‘owns’ or is responsible for • No single organisation can deliver independently • Will make a generational difference for our population
  • 54. The building blocks of our ICS
  • 55. Introducing the Hampshire and Isle of Wight Integrated Care Partnership (youtube.com)
  • 56. Our strategic priorities combine prevention and population health with resetting our NHS system We have worked with partners to agree our priorities. They are set out in the Hampshire and Isle of Wight Joint Forward Plan and include… the 5 strategic priorities from the Integrated Care Strategy that will improve health and wellbeing outcomes for our population the 5 transformation programmes to deliver services that provide the right care, in the right place, at the right time helping us return to financial balance These are our system priorities, and work on other important areas of health and care continue within the ICB and in organisations across the system. To be successful we will balance operational and financial recovery today, with our ongoing transformation of services for tomorrow.
  • 57. Our renewed focus on the health of the population is guided by the five ICP priorities The Integrated Care Partnership is an alliance of NHS, local government and other partners who work together to improve the care, health and wellbeing of our population. we believe we can and need to improve health and care for our population. Ambition Everyone in Hampshire and Isle of Wighthas a place to connect Reducing the number of preventable deaths from heart attacks and strokes so people can live longer healthier lives Securing the bestpossibleoutcomesforall children in early years and as they grow Preventing mental ill health, promoting positive mental wellbeing and reducing death by suicide irrespective of anyone’s circumstances Understanding the impact of trauma and culturally working in a trauma informed way to prevent or reduce the risk of long-term health and social problems
  • 58. System reset is centred on our five Transformation Programmes Urgent& Emergency Care •Standardised approach to urgent and emergency care delivery •Optimised use of alternative pathways and improved efficiencies LocalCare •Preventative and proactive case management roll out •Same day access •Integrated care closer to home •Cardiovascular disease and diabetes Discharge •‘Home First’ model of discharge and improved processes within discharge pathways Elective Care •Meeting national waiting time targets •Outpatient transformation including promoting Advice and Guidance •Patient Initiated Follow Ups •Elective Hubs WorkforceIncrease workforce productivity and reduce overall costs, through: • Maximising collaboration opportunities • Substantial reductions in agency expenditure • Revised provider staffing establishments. • Reduction in integrated care board workforce capacity through restructuring and running cost allocation reduction. System Transformation Programmes
  • 59. Clinical framework: Quadruple aim Simultaneous,fair and balancedimprovement of: • Health and healthcare outcomes that matter to people • Experience of receiving care • Experience of providing care • Effectiveness and efficiency (cost) of care Impacting this within a complex system, across all our organisations, patientpathwaysand populationsrequires us to take a systematic and intentionalapproachto how we plan, design, deliver and continuously improve.
  • 60. Inclusion Health Groups Examples HIOW PLUS groups • People who experience homelessness • Refugee, asylum seekers and unaccompanied minors • Ethnic minority groups affected by Covid-19 • People with serious mental illness • People with a learning disability HIOW PLUS groups • Looked after Children and Children leaving Care • Children in Gypsy and Traveller communities • Children of adults in the HIOW Plus groups, including children experiencing homelessness We have identified priorities for our focus on health inequalities
  • 61. We are working differently to deliver change across the system Across the Integrated Care Partnership priorities and the integrated care system transformation programmes we have adapted a way of working to ensure delivery whether in the long term or short term: • Distributed leadership for priority and programmes, leaders from across our NHS organisations and Partner organisations are driving different programmes of work to ensure system working • Being clear on the outcomes and indicators we are going after as a system – this could be specific KPIs which can be monitored daily or long term measurable health outcomes which will shift the dial to prevention in the long term • Setting clear strategic goals, priorities and objectives that the NHS and partners can focus on and are meaningful to everyone • Working across the system to design and deliver interventions – balancing the benefit of scale with local involvement, knowledge and relationships
  • 62. One year on: What have we learnt and where are the challenges • There is collective agreement across the system on the priorities and there is a lot of will drive forward together towards the same outcomes • Building new systems and partnerships takes time; it can be easy to slip into old ways of working • Driving change during a time of extreme operational and financial pressure and organisational change can feel slow • We need to build more learning/ evaluation into how we deliver things – sometimes the success is in how we deliver outcomes and not the particular project being delivered • We can only deliver the system change we need in partnership – we are dealing with wicked and complex issues and if one part of the system could deliver it, we’d have done it years ago
  • 63. Opportunities to collaborate The new partnership and system ways of working allow us to maximise on the research which is ongoing in the system. Discover: • Understand what local research is ongoing or has been done, in line with our priorities and transformation programmes • New ways of working through building closer relations and through events like this one. • The perspectives of different communities experiencing health inequalities and raising their voices in research and service development ensuring research meets the needs of the population Develop: • Relationships across the Integrated Care Board/ System/ Partnership to build a learning culture across the system. • A research culture across Hampshire and Isle of Wight that supports research to be embedded into practice and that encourages further research and investment in research into the area. Deploy: • Ensure local research is informing our commissioning of services and to really ensure we are delivering the best care and achieving the best outcomes for patients • The expertise and ability to use the right tool for the right purpose (Population Health)
  • 64. Session 2 Research & innovation meeting population health need: what is the ‘ask’?
  • 65. Professor Mike Grocott Director NIHR Southampton Biomedical Research Centre
  • 66. NIHR Southampton Biomedical Research Centre & NIHR Wessex Experimental Medicine Network Professor of Anaesthesia and Critical Care Medicine, University of Southampton Director, NIHR Southampton Biomedical Research Centre (2022-28) Senior Investigator, National Institute of Health Research mike.grocott@soton.ac.uk
  • 67. NIHR Southampton BRC NIHR Southampton Biomedical Research Centre 2022-28
  • 68. NIHR Southampton BRC NIHR Southampton Biomedical Research Centre 2022-28 £25.25 million
  • 69.
  • 70. Our vision is to improve health and quality-of-life by enhancing resilience to disease, injury and the consequences of ageing across the lifecourse through translation of world-class experimental medicine. “ “
  • 71. COVID-19 FY 17/18 to FY 20/21 Delivering clinicalresearch 706 studies Delivering participation 296,483 research participants 1,816 researchpublications 59 investigators 99 associates 47 academy members £95,368,107 external funding Salivatesting PeRSo COVID-19 vaccines Drug trials IFN-B NebulisedSufactant Track record
  • 73. Critical Mass of expertise delivering World Class research Addressing a regional and/or national healthcare priority Credible leadership of international stature
  • 78. Perioperative and Critical Care • Grocott* • Levett Nutrition Lifestyle and Metabolism • Godfrey* • Swann Data, Health and Society • Hall* • Lucassson • Read* • Faust* Respiratory and Allergy • Wilkinson* • Roberts Microbiology Immunology and Infection
  • 80. Lowest decile nationally,healthy assets & health hazards*
  • 81. Wessex Experimental Medicine Network: • University of Portsmouth • Queen Alexandra Hospital • Bournemouth University • Royal Bournemouth Hospital • Hampshire Hospitals NHS Foundation Trust • University of Plymouth • University Hospitals Plymouth NHS Trust • University of Reading Key partnerships
  • 82. Wessex Experimental Medicine Network: • Collaboration between partners & BRC • Funding available (£50k pa) • Partners apply – BRC supports • Alignment with: • Regional need • BRC theme(s) Key partnerships
  • 83.
  • 85. Professor Cathy Bowen Deputy Director NIHR Applied Research Collaboration Wessex
  • 86. Research & Innovation meeting population health need: What is the ‘ask’ from ARC Wessex? Professor Cathy Bowen Deputy Director ARC Wessex
  • 87. The ARCs place in the research pipelinefor the Wessex region Wessex Health Partners encompass all research organisations in the region acting as a front door to research. Wessex Health Partners
  • 88. Examples of current ARC work using Population Data Healthy Communities Long Term Conditions Workforce and Health Systems Ageing & Dementia ARC Wessex • Family Risk IdEntificatioNand Decision(FRIEND) • Mental health Burden of Increased Living costs: Local Support(My BILLS) • PROactive, Collaborative and Efficientcomplex Discharge (PROCED) • Predictionof Acute RespiratoryInfection outcomes priorto Emergency DepartmentAttendance (PARIEDA) • Developing a Multidisciplinary Ecosystemto study Lifecourse Determinants of ComplexMid-life Multimorbidity using Artificial Intelligence (MELD) • Medicines optimisation Mental Health Social Care
  • 89. We have some intelligence on Academic Expertise across Wessex but how do we improve this so that we ensure succession planning and capacity building for leadership of next generation research ? Our Ask: Support for shaping priorities for an “ARC 2”
  • 90. Our Ask: Support for shaping priorities for an “ARC 2” • What is the Wessex population need? For example: How do we identify research priorities reaching diverse communities not previously involved in research.
  • 91. Professor Saul Faust Clinical Director NIHR Clinical Research Network Wessex Clare Rook Chief Operating Officer NIHR Clinical Research Network Wessex
  • 92. From CRN to RDN - delivering research across our communities Saul Faust, Clinical Director Clare Rook, Chief Operating Officer CRN Wessex
  • 94. Strategic investments and outcomes ● LA embedded researcher roles ○ Funded roles in Southampton, Portsmouth and Hampshire Councils ○ Scoping projects successfully delivered ○ Building research infrastructure to support social care ○ Supporting NIHR Health Determinants Research Collaboration (HDRC) call ● Ring-fenced funding for communities under-served by research ○ Small grants scheme for community led research and showcase event ○ Research champions in social care - collaboration with ARC Wessex ○ Research fellows in primary care and dentistry
  • 95. Strategic investments and outcomes ● Research Ready Communities ○ URBOND ● Agile Delivery Team ○ ENRICH ● Demographics pilot project ● REN Research Engagement Network ○ Aims to increase diversity in research participation through the development of research engagement ○ National funding ○ LCRNs partnering with ICB colleagues
  • 96. Make access to and participation in research as easy as possible for everyone across the UK, including rural, diverse and under-served populations UK Vision People-centred research ● Understand what ‘good’ looks like through cross-sector analysis that involves the system and public contributors. ● Invest in innovative trial delivery, increasing confidence of researchers to design and deliver studies in people-centred ways. ● Identify most needed treatments and tech by building demand signalling and horizon scanning capabilities.
  • 97. RDN 2024 onwards NIHR Regional Research Delivery Network The NIHR RRDNs will have 3 key roles: ● Provide support to research sites to enable the effective and efficient initiation and delivery of funded research across the health and care system in England ● Enable the strategic development of new and more effective research delivery capability and capacity. This will include bringing research to underserved regions and communities with major health and care needs ● Work jointly with DHSC and RDNCC in the strategic oversight of the NIHR RDN to ensure that the NIHR RDN as a whole serves the needs of researchers and R&D teams, and is responsive to the changing domestic and global environment for health and care, life sciences and health research.
  • 98. RDN 2024 onwards NIHR Regional Research Delivery Network Services ● Study support service ○ plan, place recruit ● Agile research support team ○ regional, flexible delivery teams, working across the community ● Data and analytics ○ will cover the whole research pathway, and primary and community care and social care organisations, providing visibility of the whole RDN Portfolio and its delivery ● Regional implementation plans ○ aligned to nationally identified priorities RRDN plans will be developed collaboratively with regional partners, including NHSE regional offices, Integrated Care Systems ● Public engagement ○ purposeful and meaningful engagement and involvement across all RDN processes, activities and services
  • 99. Nicola Bent Chief Executive Officer Health Innovation Wessex
  • 101. Content • Who we are • Who we work with • Our commissions • Local programmes
  • 102. • Established by NHS England in 2013. • 15 local organisations, creating a national ‘network of networks’ - finding, testing, and scaling innovativesolutions to health and care challenges to improve population health and generate economic growth. The Health Innovation Network (HIN) (formerly The AHSN Network) We work with local health and care systems (50%, 10% of this is InHIP) to find, test and validateinnovation aligned to their local system priorities and population health needs. We work together regionally and nationally (50%) to generate a pipeline of innovation ready for health and care systems to adopt and scale with our support.
  • 103. What is our role? Driving economic growth Saving money in health and care Transforming lives through innovation by… Improving the health of patients
  • 104. Who we work with Patients NHS regions and local health and care systems Innovators and life science sector Academia UK PLC
  • 105. Our national commissions to support local systems Our core objectives from NHS England are to: • Generate a rich pipeline of demonstrably useful evidence-based innovations • Support spread and adoption of proven evidence-based innovations across England Our core functions from Office for Life Sciences (OLS) are to act as innovation exchanges to: • Identify need and communicate regional priorities • Signpost and support innovators • Validate in real-world settings • Adopt and spread innovations We act as the delivery arm for the National Patient Safety Collaboratives on: • Managing Deterioration • Mental Health, Learning Disabilities, and Autism Safety • Medicines Safety • System Safety • Maternity and Neonatal Safety
  • 106. Our Local Programmes During 2023-24 our local focus areas included: For 2024-25, our planned local focus areas will be: Local Focus HIoW Dorset Virtual wards(frailty) and Technology enabled care √ √ Cardiovascular Disease √ Placed Based Partnerships √ Mental Health and wellbeing √ Polypharmacy √ Local Focus HIoW Dorset Cardiovascular Disease √ Children and Young People Mental Health √ Children and Young People Healthy Weight √ Women’s Health Hubs √ √ Proactive Care √
  • 107. Population Health Management – Our InHIP work Innovation in Health Inequalities Programme (InHIP) Hampshire and the Isle of Wight: • Involves working with and supporting Primary Care Networks (PCNs) to develop models of community case finding for hypertension (HTN) and atrial fibrillation (AF) in HIOW. • Focused on the five most deprived PCNs in HIOW with co-design / outreach and community led approached to case finding for hypertension and AF. • Health Innovation Wessex is collaborating with Hampshire County Council, public health teams in Southampton and Portsmouth, the ICB/ICS CVD leads, Primary Care Network members, community groups, and health inequalities leads. Dorset: • Involves 3 work packages designed to understand and increase uptake of the Faecal Immunochemical Test (FIT) in Core20PLUS5*symptomatic patients across Dorset, this includes: • Colorectal Cancer (CRC) and FIT testing awareness in rural and coastal communities. • C the Signs software deployment. • Evaluation of the FIT awareness campaign in the Core20PLUS5 population. *Core20PLUS5: Maternity, Severe Mental Illness, Chronic Respiratory Disease, Early Cancer Diagnosis, and Hypertension case-finding.
  • 108. Supporting local academics to implement research into practice Active Lives Innovation: Active Lives is a digital tool, designed for those 65+, which provides a tailored programme to improve physical activity levels easily and safely. Our role: We supported Dr Kat Bradbury (University of Southampton)to identify which digital intervention pathways were most impactful with those 65+, and provided support to scale up the innovation. Innovation: The DIALOR project combines health coaching and digital self- management to provide targeted, individualised care for symptoms of frailty and long-term conditions. Our role: We are an active member of the DIALOR steering, providing connections, insight, and support in innovation testing, implementation, and signalling learning to local ICBs. DIALOR Innovation: NIPP accelerates the evaluation and implementation of innovations that support post-pandemic ways of working, build service resilience, and deliver benefits to patients. Our role: We provided evaluation, insight expertise, and connection to local communities. Our research findings on perceptions of Digital Remote Monitoring (DRM)fed into the final output report. NIPP
  • 109. Supporting local academics to implement research into practice
  • 110. Health InnovationWessex InnovationCentre Southampton Science Park 2 Venture Road Chilworth Southampton S016 7NP E: enquiries@hiwessex.net @HIWessex T: 023 8202 0840 healthinnovationwessex.org.uk
  • 111. Session 4 Understanding Wessex Population Health Need Examples of resources available to help us better understand population need
  • 112. Katie Taylor Head of Population Health Management Hampshire & Isle of Wight Integrated Care Board
  • 113. Hampshire and Isle of Wight Population health management March 2024
  • 114. The vision for population health management in Hampshire and Isle of Wight ICB Using insight from combined health and care data to improve patient-centred care, reduce inequalities, target interventions and make evidence–based decisions which improve outcomes for people and communities
  • 115. The pillars of population health management Data translation skilled analysts exploring data alongside decision makers Capability building a skilled workforce to use population health management approach Infrastructure linked person-level data in an easy to access format
  • 116. The HIOW population health platform enables: Prediction Visualisation Management Data held in one place from health,care and beyondacrossHIOW Informationdisplayedin insightfuland easy to use dashboards Use of analytics to predictrisk of poorer outcomes for groupsand individuals
  • 117. Population health platform available analytics Population profile Preventing chronic disease System utilisation Severe mental illness Self Service Enables identification of patients with outstanding elements of their SMI physical health check, supports decision-making and planning for health checks and provides information for mandatory quarterly reporting. Provides a view of how the population is interacting with the system to identify cohorts most at risk who could benefit from planned interventions to reduce hospital admissions and improve outcomes. Gives a view of those sectors of the population at risk of developing long- term conditions with a particular focus on cardiovascular disease, diabetes and hypertension Shows demographic, behavioural risk data and long-term condition information, which can be used to support identification of potential inequalities in health and care access Allows users to analyse population health data to help better understand population needs and identify new cohorts of patients for further investigation or actions.
  • 118. LIVE Current platform data feeds Southern Health SystmOne (primary care) Secondary use services (SUS) EMIS (primary care) COMING SOON Hampshire Hospitals Population health platform and analytics (HealtheIntent) Easy to use analytics where linked data can be used for analysis,risk stratification and identification ofpatients for targetedactions
  • 119. Allowed purposes for use of population health platform Understanding the needs of the care system’s population, including health inequalities Targeting support to where it will have the most impact, using segmentation and stratification toolsets Identifying early actions to keep people well, not only focusing on people in direct contact with services, but looking to join up care across different partners Planning and improvement of services
  • 120.
  • 121.
  • 122.
  • 123. With thanks to Jon Rumsey
  • 124.
  • 125.
  • 126.
  • 127. Opportunities • Use population health platform to support understanding Hampshire and Isle of Wight population prioirities • Consider option to make platform data available for research purposes • Connect into an Integrated Care Board overall research strategy
  • 128. Vicky Toomey PrincipalAnalyst – Public Health Southampton City Council
  • 129. Vicky Toomey- SouthamptonCity Council Southampton Data Observatory
  • 130. JSNA The Southampton Data Observatory Southampton Data Observatory • Incorporates JSNA (Joint Strategic Needs Assessment • Provides Data, Insight and Intelligence • Evidence based decision making • HDRC part of the Data Insight and Intelligence team
  • 131. JSNA Demography headlines • The city has a ‘spinning top’ shape population structure with a larger young population, influenced by two universities and economic migrants • The birth rate, although higher than England is falling. Comparing births data and Censuses over time, we can see the city has become more culturally diverse • Like most areas, our 65 years+ is forecasted to increase (+18.7% in the city between 2022 and 2029). This is even greater for the 80+ age group, which is forecast to increase by +29.1%. This ageing population will provide a future challenge and likely increase demand for health and social care services
  • 132. Deprivation • Southamptonis ranked 55th (previously 54th) most deprived of 317 local authorities • Around 12% of Southampton’s population live in neighbourhoodswithin the 10% most deprived nationally (18% for the under 18 population) • Like combining values for all ward neighbourhoodsto give a ward value.We can combine values for the most and least 20% deprived neighbourhoods to explore inequalities Most 20% deprived Least 20% deprived
  • 133. Life expectancy and healthy life expectancy Females in the city may live longer than males but they live in poorer health for longer which ever deprivationquintile they live in. Looking at life expectancy versus healthy life expectancy, in the most deprived 20% England quintiles (used by Core20+5 analysis), males live on average for 18.4 years in ill health however females live for 19.2 yearsin ill health. Both males and females in the most deprived quintile live a quarter (24%) of their shorter lives in ill health.Males and femalesin the least deprived quintilelive a seventh (15%) of their lives in ill health 75.6 77.5 78.7 81.6 83.4 57.1 61.9 64.7 69.2 71.2 18.44 15.55 14.00 12.49 12.12 0 10 20 30 40 50 60 70 80 90 0 10 20 30 40 50 60 70 80 90 Most deprived (IMD 1) IMD 2 IMD 3 IMD 4 Least deprived (IMD 5) Years in ill health Years LE / HLE Life expectancy comparedwith healthy life expectancy for MALES in Southampton, by England deprivation quintiles, 2019-21* Male Life Expectancy Male Healthy Life Expectancy Male Years in ill health Source: NHS EnglandandONS using ONS Silcocks methodfor Life Expectancyand ONS Sullivanmethodfor HealthyLife Expectancy, *provisional data 20% 18% 15% 15% 24% 80.3 82.4 83.3 84.3 83.7 61.1 64.8 67.4 71.0 71.5 19.25 17.61 15.93 13.32 12.23 0 10 20 30 40 50 60 70 80 90 0 10 20 30 40 50 60 70 80 90 Most deprived (IMD 1) IMD 2 IMD 3 IMD 4 Least deprived (IMD 5) Years in ill health Years LE / HLE Female Life Expectancy Female Healthy Life Expectancy Female Years in ill health Source:NHS EnglandandONS using ONS Silcocks methodfor Life Expectancyand ONS Sullivanmethodfor HealthyLife Expectancy, *provisional data Life expectancy compared with healthy life expectancy for FEMALES in Southampton: by England deprivation quintiles, 2019-21* Years in ill-health 24% 21% 19% 16% 15%
  • 134. Gap in life expectancy The chart shows the relative contribution that nine broad causes of death have on the gap between life expectancy for Southampton the most deprived and least deprived quintiles of Southampton 2020 to 2021 period. Males Circulatory (20.5%) cancer (19.7%) and respiratory (19.2%) deaths are the largest groups contributing to the gap in male life expectancy the most deprived and least deprived quintiles of Southampton . A deeper data dive shows the two largest causes are chronic lower respiratory disease followed by heart disease. Females Circulatory diseases (24.6%) is also the largest group contributing to the gap in female life expectancy between the most deprived and least deprived quintiles of Southampton with respiratory diseases (23.6%), other causes (14.9%) and external causes (10.5%), cancer was only 3.5% for females, unlike for males where it was over 5 times higher. More detailed analysis shows the single largest causes of the gap in female life expectancy is chronic lower respiratory diseases followed by other causes and lung cancer. COVID-19 contributed4.3% to the gap in male life expectancy and 4.2% to the gap for female life expectancy.
  • 135. JSNA Life expectancy and mortality headlines • Poor health and premature mortality are intertwined. In 2020-2022, male life expectancy was 77.8 years in Southampton; significantly lower than England (78.9 years) and for females it was 82.4 years; again significantly lower than that for England of 82.8 years • Males and females are affected unequally in terms of life expectancy and healthy life expectancy, and this varies for each sex by deprivation • Both males and females in the most deprived quintile live a quarter (24%) of their shorter lives in ill health. Males and females in the least deprived quintile live a seventh (15%) of their lives in ill health • The causes behind the gap in life expectancy between those in the most and least deprived parts if the city are for both males and females; circulatory, respiratory and some cancer
  • 136. Chronic/Long-term conditions (LTCs) 89.0% have no LTCs at age 0-4 By 40-44 over half have at least 1 LTC By age 60-64 over a third (38%) have at least 3 LTCs By age 80-84 over a third (34%) have at least 6 LTCs • An ageing populationcompounds the prevalence of chronic/long-term conditions as people tend to develop more long-term or chronic conditions as they grow older • Age analysisshows multi-morbidity increases with age, by 40-44 over half of residents have at least one chronic/long-term conditionand by 80-84 over a third will have at least six long term conditions • Analysisof snap shots from 2021 GP patientdata shows more diagnoses of multiple chronic/ long-term conditions earlier in their life course than in 2017
  • 137. Leading causes and risk factors of living in poor health Causes Southampton Hampshire Isle of Wight England Portsmouth Risks Factors Southampton Hampshire Isle of Wight England Portsmouth Source: Global Burden of Disease, University of Washington 2021 Top 10 Causes attributedto Years Lived with Disability(YLDs) Low back pain and diabetes are the two leading causes of disabilityacross the local area and nationally Top 10 Risk Factors attributedto Years Lived with Disability(YLDs) High body mass index (being overweight/obese) and high fastingplasma glucose are the two leading risk factors causing disabilityacross local area and nationally Understandingthe leading causes and riskscontributingto living in poor health helps inform health and wellbeing action
  • 138. Linked analysis of Southampton’s NCMP measurements • Southampton has seen a 16% increase in Year 6 excess weightrates since 2016/17. • Linked analysis of Year 6 children in 21/22 showed us while Year R obesity is a predictive factor for obesity in Year 6, interventions targetedat obese children in Year R will only have the potential to reduce Year 6 obesity by a maximum of one third (as two thirds of obese Year 6 children were not obese in Year R). Southampton Source: NCMP – NHS Digital
  • 139. The Food Environment Food environmentimpacts on childhood obesity Fast food outlet data highlighted the majority of residents live with a 5-10 minute drive or a 1km walk of a fast foodoutlet Almostall residents are within a mile of a fast food outlet, 7 out of 10 schools are within 400m of a fast foodoutlet, with closer proximities in the city centre and deprived areas. Access to supermarkets with larger floor spaces (2,800+m2) holding more range and more likely to include budget brands is further away from people in the East of the city and Bassettand Swaythling. People in deprived areas are less likely to order groceries online The full food environment analysis is on the DataObservatory
  • 140. • Workplace earnings are £52 (8.0%) more per week than resident earnings for full time workers in Southamptonin 2023 • Whilst the inequality gap between workplace and resident earnings appearsto have narrowedin recent years, the gap is still the third largest among comparators • High workplace earnings suggests that good skilledemployment opportunitiesexist in the city. However, lower resident earnings suggests that commuters into the city have those high skilled jobs, which residents are not benefittingfrom Inequalities – Workplace vs Resident Source:Office for National Statistics – Annual Surveyof Hours and Earnings – data for the most recent year is provisional
  • 141. Wider determinants or building blocks for health Deprivation 55th most deprived for 317 lower and unitary LAs 28% of Southampton population are in England's 20% mostdeprived neighbourhood Domestic abuse (related crimes) 1.5x higher than England & Wales 5.5x higher Most deprived quintile vs least deprived All crime 1.5x higher than England & Wales 2.6x higher Most deprived vs least deprived Child poverty 1 in 4 compared to 1 in 5 in England 3.7x higher Most deprived quintile vs least deprived Attainment8 Score 5% lower than England 1.3x lower Most deprived vs least deprived Universal Credit 9.5% higher than England 5.7x higher Most deprived vs least deprived
  • 142. Janine Ord Head of Population Health Management NHS Dorset
  • 143. Understandingpopulation health need in Dorset Janine Ord Head of Population Health Management NHS Dorset 15th March 2024
  • 144. Population Need • Wider determinants • Healthcare data • Unmet need • Access, experience and outcomes • Planned and unplanned care utilisation • Overtreatment and undertreatment • Thresholds for accessing care
  • 145. Implementation Decay Model Components of Unmet Need Have the problem Awareness of problem Eligible for intervention Optimal Intervention Compliance with plan (Bentley 2016)
  • 147. Awareness of the Problem
  • 151. Implementation Decay Model Components of ‘Implementation Decay’ Have the problem Awareness of problem Eligible for intervention Optimal Intervention Compliance withplan (Bentley 2016) Awareness - Under-recognition of risks/illness and sources of help Navigation - risk of illness identified but barriers and access issues to support advice/intervention Unwarranted variation in quality of provision Insufficient assets for recovery or ongoing support for self-management
  • 155. Mark Sharman - Chief Executive Help & Care Wessex Integrated Care, Population Health, Research and Innovation Learning Event: Discover, develop, deploy
  • 156. “People and Communities living the lives they choose”
  • 157. The Gay and Grey Project (2003-2006)​ • Issues related to discrimination, fear of coming out, and the need for accepting service provision emerged from the research.​ • First in the UK to amass a sizeable sample of older LGBT people (NIHR, 2009:24). • Methodology is acknowledged as offering an inclusive approach to sexual orientation research (Equality and Human Rights Commission, 2008: 427) • Acknowledged by the Social Care Institute for Excellence as providing insights which promote good practice with older LGBT people (SCIE, 2011, p.15).​
  • 159.
  • 160. Benefits of working with the sector?
  • 161. The power of stories…….
  • 162.
  • 163.
  • 165. Professor Chris Kipps Clinical Director of Research & Development University Hospital Southampton NHS FT
  • 166. Investing in NHS data infrastructure to support research Wessex Subnational SDE
  • 167. NHS Long Term Plan January 2019 Saving and Improving Lives March 2021 Life Sciences Vision July 2021 Genome UK March 2022 Mandate for change We are delivering a range of ambitions across life sciences, research, and data-driven innovation Up to £200 million to boost NHS healthcare data research March 2022 Goldacre review April 2022 Data Saves Lives Strategy June 2022 James O'Shaughnessy's Clinical Trials Review May 2023
  • 168. Our R&D Mission Delivering rapid access to the world’s largest linked health datasets Improve Care Support Innovation Sustain the NHS
  • 169. Six use cases Data for R&D investments are guided by six key, high level use cases
  • 170. We are addressing these needs through a federated Network of SDEs • A single programme delivering access to 55 million population scale, whilst nurturing regional innovation • Full coverage of rich multimodal data across imaging, pathology, genomics and structured data • Access to NHS and academic partnerships for delivery for expertise and translational connectivity • Underpinned by patient and public involvement and engagement • Leverages full ecosystem capacity and prior investment
  • 171. National Research Data Vision: Wessex SDE for R&D (one of 11)
  • 172. Docking in with the ecosystem
  • 173. Where we’ve been Where we’re going Research Innovation Improvement
  • 174. Wessex SDE Technical Architecture – Minimum Viable Product UHS Dataset Research Platform Wessex SNSDE Trusted Researchers Researcher Portal Data Availability & Access Requests Researchers Secure Link DiiS Dataset Research Platform Secure Link Secure Environment for Study Data Access & Analysis Execution (Project Data only) Project environment Other data sources Trial Data Biobanks ONS Biology Local Authority Wearables Data Access Comm. Data Release for specific project
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  • 176. For all Wessex: we just need to make it so Hampshire and Isle of Wight ICS Dorset ICS Hampshire HospitalsNHS FT Portsmouth University HospitalsNHS Trust Isle of Wight NHS Trust University Hospitals SouthamptonNHS FT (lead organisation) University Hospitals Dorset NHS FT Dorset County HospitalNHS FT Solent NHS Trust Dorset Healthcare University NHS Trust Southern Health NHS FT + c.230 GP Practices
  • 177. Wessex and the South SDE Consortium
  • 178. Investing in NHS data infrastructure to support research Wessex Subnational SDE
  • 179. Cassie Sims Senior Business Intelligence Partner Dorset County Hospital NHS FT
  • 180.
  • 181. The Data and Analytics Centre of Excellence (DACOE) is a community designed to ignite and empower our data analytics workforce across health, care and associated sectors. Working collaboratively across organisational, system, sector, and geographical boundaries, we have created a network of like-minded people that peers can tap into for learning and support in a fun, safe and energised environment. In line with national best practice, we place data analytics at the forefront of our professional spheres in support of the delivery of better outcomes for our populations.
  • 182. DACOE
  • 183. DACOE consists of 15 Organisations with over 500 members!
  • 184.
  • 186. Training We offer training to our community with a DACOEspin! We work with independent trainers, organisations such as Microsoft, and NHS initiatives such as Making Data Count to facilitate the training needs of our community. SQL Effective Communication
  • 187. Events Quarterly Virtual Events An opportunity for our entire community to listen to esteemed speakers on a variety of topics from both within the world of Health and Care and outside of it, or to take part in a data-themed workshop. Our latest event "Using Audience Insights and Storytelling to Improve your Data Dashboard Design" featured Professor Anna Feigenbaum, Professor in Digital Storytelling at Bournemouth University Annual Face to Face Event Once a year we run a face-to-face event to get as manymembers of the community together to network, get active and engage, listen to inspiring speakers, and generally share and learn from each other. We welcomed 180 DACOEmembers to the 2023 summer event at Vitality Stadium in Bournemouth in June. Attendees came from across the data analyst, data engineer, data scientist and data leader spheres and wider. We had more attendees from across Hampshire than ever before and double the amount of Local Authority colleagues.
  • 188. Collaboration and Networks Spin-off DACOEnetworks are something we are keen to encourage... Skills & Insights Network Once a month we facilitate a half hour Skills and Insights session giving colleagues around the community the opportunity to showcase work, ask questions, share tips and tricks, and generally learn from one another. We have hosted 36 sessions so far covering a range of topics including Power BI functionality, Statistical Process Control (SPC), Data Science and R Studio, plus showcasing of reports being developed across our member organisations. We regularly get over 50 participants on these calls and have had presenters from across the community and from national partners. Data Quality Network We have supported a colleague at University Hospital Southampton (UHS) to establish a Data Quality Network. They meet virtually, regularly to discuss a ‘Hot Topic’ for example accurate capture of ethnicity data. There are endless possibilities in this space. For example, we have discussed the potential for a Software / App Developer Network, and specialist areas like Data Science, Population Health Analytics, Data Engineering, Data Literacy. Whilst we cater already for general learning, knowledge exchange and networking, this gives specialists the opportunity to focus on their specific subject and get into the detail. It also empowers members of the community to lead a subgroup in an area they are confident and comfortable in. Data Engineering Network Launched in 2023, our DACOE Data Engineering network meets regularly to discuss current challenges, solutions and to keep an eye firmly on the future of Data Engineering. Lead by representatives from DACOE Organisations they are due to launch SQL Training for the DACOE community.