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Header image for the current page Growing digitalisation: How NHS IT support must adapt to meet demand

Growing digitalisation: How NHS IT support must adapt to meet demand

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By Andrea Slater, Head of Service Delivery, NHS Arden & GEM CSU

Digitalisation is spreading rapidly across the NHS. From checking in via touchscreen at a local GP practice, to using the NHS App for test results, or relying on clinical and business software for work, we have all become much more reliant on IT and digital processes within healthcare. The benefits include efficiency, flexibility and consistency, but there are challenges too. NHS staff need to develop the knowledge and skills to support a wide variety of different systems, software needs to be kept up to date and organisations must have robust cyber security in place to respond to increasingly sophisticated threats. As needs become greater and more complex, NHS IT support services are having to become more agile, able to anticipate needs and develop the skills required to maintain critical systems that affect patient care.

Through our experience of providing IT support for multiple NHS organisations, we’ve seen significant changes in the volume and complexity of support requirements. In this article, we take a look at how services can be delivered more effectively, and the elements required to maintain a consistent and robust service.

Balancing quality, efficiency and speed

IT services need to be cost effective, user friendly and reliable, particularly in the context of the wider pressures facing the NHS. But there’s a balance to strike between efficiency, speed and quality. Increasingly support teams are deploying self-service portals which enable users to access resources and complete administrative tasks independently. Innovations such as robotic process automation are also contributing to a more efficient, accurate processing of account management tasks. But in other areas, we’ve identified benefits in slowing down to speed up.

It’s common for IT support desks to have a key performance indicator (KPI) linked to speed of answering support calls, for example, and with good reason – no one wants to be waiting on the phone longer than necessary. However, prioritising speed of response can lead to poorer quality support, with calls left unresolved and technicians having to call people back to continue the support, simply to meet that call response KPI. Clinicians are understandably hard to get hold of, so resolving a call first time is likely to be more valuable and efficient than a multi-step process. Lengthening the speed of response may feel frustrating but allows more time to work through an issue straightaway, leading to better outcomes for busy clinicians and operational teams, and greater satisfaction for IT staff.

Problem solving and collaboration

Service Level Agreements (SLA) may set out what’s required of an IT support service, but working collaboratively with staff and customers to identify common problems accelerates improvements and delivers better outcomes, more quickly. For example, customer concerns about downtime for clinical workers whose laptops had failed prompted Arden & GEM to rollout backup devices using secure vending machines. These contain up-to-date devices, which can be swapped for the failing laptop by obtaining a code from the service desk, and remotely configured within minutes, reducing time away from patient care. Talking to customers and inviting input from staff can help transform IT support into a more proactive, customer-led service which enables better patient care.

Continuous investment in security

Digital programmes that might otherwise have taken years to implement were introduced swiftly during the COVID-19 pandemic. Consequently, there has been a huge rise in remote, home and hybrid working and with it, greater reliance on technology, portable devices and different Wi-Fi arrangements. This creates additional risk which must be managed effectively to protect NHS organisations from downtime, whether through system failure or deliberate attack. As we saw in the recent cyber-attack on an NHS supplier in June, if the systems we rely on are compromised for any reason, the consequences for patients can be considerable.

Robust encryption, secure network infrastructures and regular staff training programmes safeguard against potential threats. This is not just an issue for IT, however, but one of education for the wider workforce. Support teams must now help NHS staff safely navigate systems and IT remotely and keep track of multiple devices, providing support, guidance and updates which help maintain resilient infrastructure.

Supporting and retaining staff

IT support is a high pressure and unpredictable environment. Calls vary significantly, from simple requests to urgent, complex problems that affect patient care. Without the right support and training in place, this can lead to low staff morale and impact retention. In our experience, mirroring some of the practices relied on in other NHS functions, such as protected learning time, makes a big difference. This allows staff the space to focus on learning, whether for mandatory training or to develop new skills.

We have implemented a successful staff rotation scheme which sees individuals trained in Lean Six Sigma and then rotated through ongoing improvement projects, to keep their skills up to date. Secondments enable team members to develop specialist skills and support other parts of the NHS, which helps to retain these skills within the health and care system while providing positive career progression opportunities.

The NHS relies on a complex network of systems, software and devices, all of which must be carefully managed to support the smooth running of patient services and minimise the risk of downtime. IT support teams play a vital role in maintaining this network and helping colleagues make the most of technology. Working effectively with customers, continuously developing skills and maintaining a strong focus on security, will help IT support teams maintain a robust, responsive service that keeps pace with demand.

You can read the full article in the July/August 2024 issue of National Health Executive.

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Author: Andrea Slater |


As Head of IT Service Delivery, Andrea leads the IT service desk, field engineering and Registration Authority teams within Arden & GEM. Andrea has delivered significant transformation within her service, driving efficiency and quality across the teams and deploying modern tools that ensure the service is fit for the future. During her 20 years of experience within the NHS, working across a variety of settings, Andrea has always been an advocate for staff development recognising that people are the most valuable asset within an IT service, delivering real business value.