Have you ever stopped to think about how simple it is to order a product and get it delivered?
There is no doubt that the continuing use of paper-based / spreadsheet processes in the area of Continuing Healthcare Assessments (CHC) causes delay to the process. As recently reported in The Times, more than 2,500 people have been waiting more than the 28-day time limit for an assessment, with a quarter of those having waited for more than six months.
The pressure on social services to provide support for the vulnerable within the community is never far from the news headlines. Deadlines for a succession of promised green papers have come and gone. The reality may be that effectively funding social care is difficult to explain, difficult to achieve and, dealing with it, is politically toxic.
We have our efforts upside down
In a thought-provoking lecture, entitled ‘Social Services Are Broken. How Can We Fix Them?’, Hilary Cottam stated that around £250,000 is spent each year, on each of around 100,000 families within the UK. However, she highlighted that the £250,000 is not spent on the families themselves, but instead on the cost of running the support systems which have built-up around them.
Industry voice: Delays in transferring patients out of the acute hospital setting to continuing care have hit the headlines during a difficult winter for the NHS. Resources are stretched to the limit, but digitising key processes which can facilitate this transfer of care could save millions and vastly improve the patient experience, says IEG4’s Paul Tomlinson
IEG4 is working with five trailblazing clinical commissioning groups (CCGs) to digitise and automate the process of helping people move from hospital to other settings where they can be assessed to ensure that their continuing health care needs are met.
Industry voice: Paul Tomlinson, managing director of IEG4, explains how common frameworks combined with flexible design functions support the base enablers of digital transformation
Local authorities in the UK are as diverse as the communities they serve. From unitaries to counties, cities to rural districts, each has their own unique take on structure, political leadership and culture.
Paul Tomlinson, CEO and Founder of IEG4 Limited, techUK Local Public Services Committee Chair, continues to argue that technology is not the inhibiting factor in the delivery of Place-based Care. Rather, it’s politics, people and perfectionism that are stifling.
Paul Tomlinson, CEO and Founder of IEG4 Limited, TechUK Local Public Services Committee Chair, argues that technology is not the inhibiting factor in the delivery of Place-Based Care. Rather, it’s politics, people and perfectionism that are stifling progress.