12 Apr 2024
by Nick Wilson

Unlocking value in Integrated Care Systems for effective digital transformation

Digital transformation in the NHS is definitely more a marathon, than a sprint. ICSs represent the best opportunity in a generation to transform care, but to seize this opportunity, change is required. The best performing ICSs are already showing that high quality, integrated data collection and joined-up digital systems can initiate change. 

 

In our recently published White Paper on Digital Health Maturity in Health and Social Care we canvassed the opinion of digital experts, senior leaders, and influencers across health and care to explore how value for money can be maximised through investment in digital systems. The key themes we explored were the importance of ICS digital maturity assessments; regional disparities in digital maturity and how they correlate to operational and patient outcomes; and how levelling up digital maturity is a collective responsibility. So how can this be achieved? 

 

Digital transformation is a change programme 

Technology is an enabler, but it will not achieve digital maturity on its own. It needs to be supported by people, process, and cultural change to have the desired effect required. It is people that will drive change throughout an organisation and adopt new ways of working. Processes need to be reformed to make a shift to preventative measures, with funding following these principles.  

 

With these principles in place, technology can truly transform the way we work. We mustn’t forget what we want technology to do for us – can value and safety be demonstrated both clinically and operationally? And does it support the ambitions for integrated care? 

 

Value for money 

With NHS and Local Government under unprecedented financial pressures, every penny spent must be accountable for delivering a better outcome. A robust understanding of cash releasing and non-cash releasing benefits should accompany any business case, and these should be revisited post implementation to ensure value has been derived. This is the only way to truly understand if we are achieving better outcomes. 

 

Take an ICS-wide view 

To achieve true digital maturity, we need to consider inequalities across the region and the relevant services delivered by each care setting to make the shift towards preventative measures. With the ever-growing complex needs of long-term conditions, an aging population and lifestyle related diseases battling against a growing backlog, lack of capacity, escalating costs and an exhausted workforce, there are challenging decisions ahead.  

Taking an ICS-wide view can help prevent admissions and improve the wellbeing of citizens. Then we need to consider the governance and measurements in place to track progress. Many measures are focused at an acute level, to encourage broader action it’s time to introduce measures to track progress across all care settings to ensure progress is made. 

 

There will be challenges 

Amongst the many challenges, ensure that you don’t forget the basics. It is essential to make sure your technology is fit for purpose - every week we see commentary on EPR systems falling short. Make sure you can meet statutory reporting requirements to ensure you get paid. Make sure clinical and patient safety comes first in everything you do, and make sure you have clear sight of when you will realise benefits. Time to value is imperative, as is the measurement of this to ensure the technology is delivering what you need. 

 

Due diligence is imperative 

Too many procurements are failing due to affordability, lack of clear scope and lack of engagement with users. There is haste to deliver clinical systems, but due diligence up front is imperative to avoid costly mistakes. Expensive doesn’t necessarily mean better. All investments made should support an ICS-wide view and consider how it can support integrated care across care settings. Make sure your objectives for any technology deployment are clear, and don’t lose sight of them during the procurement process. 

 

In conclusion 

Large-scale digital transformation initiatives have a lot of promises to deliver on; balancing national priorities with local needs; improving organisational and patient outcomes; and providing value for money. With so many competing considerations for digital leaders, it is understandable why delivering measurable digital improvements that deliver value for money take significant resources. 

There is a lot of work ahead, but ICSs present the opportunity of a generation to achieve the transformation our health and social care services need. 

This blog is based on the System C Digital Maturity White Paper, available to download from  System C - Digital Maturity White Paper

 


Heather Cover-Kus

Heather Cover-Kus

Head of Central Government Programme, techUK

Heather is Head of Central Government Programme at techUK, working to represent the supplier community of tech products and services to Central Government.

Prior to joining techUK in April 2022, Heather worked in the Economic Policy and Small States Section at the Commonwealth Secretariat.  She led the organisation’s FinTech programme and worked to create an enabling environment for developing countries to take advantage of the socio-economic benefits of FinTech.

Before moving to the UK, Heather worked at the Office of the Prime Minister of The Bahamas and the Central Bank of The Bahamas.

Heather holds a Graduate Diploma in Law from BPP, a Masters in Public Administration (MPA) from LSE, and a BA in Economics and Sociology from Macalester College.

Email:
[email protected]
LinkedIn:
https://www.linkedin.com/in/heather-cover-kus-ba636538

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Ellie Huckle

Ellie Huckle

Programme Manager, Central Government, techUK

Ellie joined techUK in March 2018 as a Programme Assistant to the Public Sector team and now works as a Programme Manager for the Central Government Programme.

The programme represents the supplier community of technology products and services in Central Government – in summary working to make Government a more informed buyer, increasing supplier visibility in order to improve their chances of supplying to Government Departments, and fostering better engagement between the public sector and industry. To find out more about what we do, how we do this and how you can get involved – make sure to get in touch!

Prior to joining techUK, Ellie completed Sixth Form in June 2015 and went on to work in Waitrose, moved on swiftly to walking dogs and finally, got an office job working for a small local business in North London, where she lives with her family and their two Bengal cats Kai and Nova.

When she isn’t working Ellie likes to spend time with her family and friends, her cats, and enjoys volunteering for diabetes charities. She has a keen interest in writing, escaping with a good book and expanding her knowledge watching far too many quiz shows!

Email:
[email protected]
Phone:
020 7331 2015
Twitter:
@techUK,@techUK
Website:
www.techuk.org,www.techuk.org
LinkedIn:
https://bit.ly/3mtQ7Jx,https://bit.ly/3mtQ7Jx

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Annie Collings

Annie Collings

Programme Manager, Cyber Security and Central Government, techUK

Annie joined techUK as the Programme Manager for Cyber Security and Central Government in September 2023. In this role, she supports the Cyber Security SME Forum, engaging regularly with key government and industry stakeholders to advance the growth and development of SMEs in the cyber sector.

Before joining techUK, Annie was an Account Manager at a specialist healthcare agency, where she provided public affairs support to a wide range of medical technology clients. She also gained experience as an intern in both an MP’s constituency office and with the Association of Independent Professionals and the Self-Employed. Annie holds a degree in International Relations from Nottingham Trent University.

Email:
[email protected]
Twitter:
anniecollings24
LinkedIn:
https://www.linkedin.com/in/annie-collings-270150158/

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Austin Earl

Austin Earl

Programme Manager, Central Government, techUK

Austin joined techUK’s Central Government team in March 2024 to launch a workstream within Education and EdTech.

With a career spanning technology, policy, media, events and comms, Austin has worked with technology communities, as well as policy leaders and practitioners in Education, Central and Local Government and the NHS.

Cutting his teeth working for Skills Matter, London’s developer community hub, Austin then moved to GovNet Communications where he launched Blockchain Live and the Cyber Security and Data Protection Summit. For the last 3 years he has worked with leaders in Education across the state and independent schools sectors, from primary up to higher education, with a strong research interest in technology and education management.

Email:
[email protected]
Phone:
07891 743 932
Website:
www.techuk.org,www.techuk.org
LinkedIn:
https://www.linkedin.com/in/austin-spencer-earl/,https://www.linkedin.com/in/austin-spencer-earl/

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Ella Gago-Brookes

Ella Gago-Brookes

Team Assistant, Markets, techUK

Ella joined techUK in November 2023 as a Markets Team Assistant, supporting the Justice and Emergency Services, Central Government and Financial Services Programmes.  

Before joining the team, she was working at the Magistrates' Courts in legal administration and graduated from the University of Liverpool in 2022.  Ella attained an undergraduate degree in History and Politics, and a master's degree in International Relations and Security Studies, with a particular interest in studying asylum rights and gendered violence.  

In her spare time she enjoys going to the gym, watching true crime documentaries, travelling, and making her best attempts to become a better cook.  

Email:
[email protected]

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Authors

Nick Wilson

Nick Wilson

Chief Executive Officer, System C