Enhancing the adoption and utilisation of digital technology across Integrated Care Systems (ICSs) requires a strategic approach – here are six steps to get you started
CREDIT: This is an edited version of an article that originally appeared on Digital Health
Catherine Davies from the Digital Healthcare Council and Alyson Scurfield from the TEC Services Association underscore the significance of embracing digital transformation for improved patient outcomes, operational efficiency, and the sustainable evolution of healthcare services. However, this transformation requires ICSs to play a pivotal role in driving digital innovation implementation.
To bridge the digital gap, ICSs and their collaborating partners must actively advocate for the integration of digital technologies in both short-term and long-term strategies. Recent data from NHS England illustrates the digital maturity of each ICS, using a rating scale. Notably, only a few ICSs have exceeded a rating of three out of five, indicating the overall struggle in this domain.
While this assessment provides an immediate understanding of the current landscape, it’s equally important to consider the long-term plans and aspirations. In an effort to comprehensively gauge ICSs’ objectives and strategies, the Digital Healthcare Council and the TEC Services Association jointly evaluated integrated care strategies, Joint Forward Plans (JFPs), and digital roadmaps. The analysis aimed to discern how digital solutions are being leveraged to address operational complexities, facilitate seamless healthcare integration, and customise patient care.
This analysis has unveiled a notable spectrum of approaches. Nearly all systems (93%) integrate digital elements into their comprehensive care strategies, with shared care records being a prominent national priority.
While there are still many gaps in the plans, Digital Health has identified some systems with clear commitments to digital health and care. Amongst these systems, it found good examples which could be helpful for others to learn from.
Establish Measurable Targets
In the digital segment of their Joint Five Year Plan (JFP), the Sussex Integrated Care Board (ICB) has delineated specific data and digital objectives for the initial two years. These targets outline the actions to be taken, the desired outcomes, and the timeline. For instance, the ICB’s JFP outlines its intention to introduce expanded digital services, including virtual care, self-referral platforms, and enhanced digital primary care services, by March 2024. This approach driven by specific targets promotes accountability, ensures crucial services, and sets expectations for stakeholders. This practice is not widely observed in other JFPs.
Prioritise Digital Transformation to Address Core Operational Challenges
Numerous Integrated Care Systems (ICSs) acknowledge the strains they are experiencing across their services, encompassing workforce shortages, capacity limitations (bed access, GP appointments), and backlogs in diagnostics, elective care, and cancer services.
Certain systems identify digital technologies as a remedy for these pressures. For instance, the digital strategy of Cheshire and Merseyside ICS elaborates on how increased use of accredited apps for mental and physical health support will contribute to the recovery of its elective services. Cambridgeshire and Peterborough ICS also outline intentions to employ Virtual Wards for enhancing patient flow (and experience), as well as utilising technology-enabled care to facilitate home-based access to care.
View Digital Technology as an Integral Component of Overall Plans
Although a comprehensive digital strategy is commendable, it is most effective when integrated into an overarching strategic plan, rather than being treated as a separate entity. Technology can aid ICBs in fostering collaborative partnerships with system allies.
Greater Manchester ICS has adopted an integrated approach, crafting a distinct digital strategy while weaving it throughout its JFP. This approach should ensure that digital initiatives align with its broader vision and operational agenda.
Recognise Challenges while Embracing Ambition
Certain ICSs exhibit a degree of caution when it comes to deploying digital technologies across their services. They acknowledge the risk of digital exclusion and the need to address disparities before widespread technology implementation. It is also acknowledged that digital solutions might not be universally effective, necessitating a balanced approach.
Incorporate Digital and Tech into Service Delivery Models
The most effective services are those that synergise digital and in-person offerings. Greater Manchester ICS has a clear strategy for integrating digital technologies within primary care, with a focus on improving accessibility. Furthermore, it highlights plans for Digital Change Champions within Primary Care Networks to drive the utilisation of digital technologies within their respective communities.
Co-Create with Individuals with Lived Experience, Practitioners, and Partners
To enhance the adoption of digital technology, involving individuals with personal and professional insights from the outset is essential. This ensures that digital strategies align with the needs of local populations.
For instance, the Northeast and North Cumbria ICS collaborated on its Housing, Health, and Care Programme with individuals who possess lived experience, frontline practitioners, and partners from the social care, housing, health, and voluntary sectors.
Realising the Transformative Potential of Digital Technologies will assist us in addressing current challenges and delivering the services demanded by a modern health and care system.
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