The digital and data landscape is inevitably becoming more complex as we seek to maximise use of technology solutions to improve healthcare.
Providers are faced with an exciting but complicated mix of opportunities, including growing use of artificial intelligence (AI), increasing IT integration and the rollout of the Federated Data Platform (FDP), all of which require time and skills to implement. Drawing on the outputs from a recent event we hosted with informatics, business intelligence (BI) and IT leaders from acute, mental health and community trusts, we look at the common challenges and identify key aspects providers need to consider, both individually and collectively, to prepare.
A changing landscape
The new government has signalled ambitious targets to reduce elective and A&E care wait times, deliver the NHS Long Term Workforce Plan and move more care into the community. The Darzi report has highlighted concerns around productivity alongside the impact of growth in demand for health services. Although we don’t yet know precisely how these themes will translate into government policy, they form an important part of the context we operate in.
For some time, digital solutions have been seen as fundamental to delivering more proactive, preventative care for patients. Approximately three quarters of the adult population in England are registered users of the NHS App, with the average number of NHS App logins per weekday in 2024 reaching nearly 1.2 million . Data is increasingly being used to inform decision-making and new funding was announced in 2023 to accelerate the use of AI in healthcare . But realising the full potential of digital and data requires new skills and training, robust management and sharing of data, as well as effective engagement with both clinicians and patients. These challenges need to be addressed not just by individual organisations, but system-wide if we are to deliver seamless, patient-centred care across treatment pathways.
Enabling innovation
The rollout of the NHS FDP has begun, with initial modules available for waiting list and discharge data. Its aim is to connect disparate data sources and free up time spent accessing data. Although not mandated, providers and ICBs are expected to provide an implementation plan for the FDP and it’s important to consider how it will integrate with your existing systems as well as how you will develop and implement actions that arise from the insights it provides.
Use of AI is growing rapidly and is expected to play a major role in improving the speed and accuracy of diagnosis as well as supporting clinical decision-making. A survey conducted by The Health Foundation indicates that over half of the UK public and three-quarters of NHS staff support the use of AI for patient care, while 61% of the public and 81% of NHS staff said they support the use of AI for administrative purposes . But how AI will be deployed remains to be seen. Will it be limited to specific tasks, projects or care pathways, or will elements of AI be introduced across all aspects of care? And what does that mean for our workforce?
Retaining and recruiting people with strong BI skills such as data science and AI, and supporting skills such as information governance, into the health sector is already a key challenge. As is allocating collective resources across a system. Working together with neighbouring providers and wider system partners may prove crucial, both in developing plans for implementing innovation and in attracting, retaining and developing the right skills to realise your digital ambitions.
Cultural readiness
Having the right systems and data will only get you so far, however – they need to be paired with effective change management to facilitate the cultural shift required to successfully implement new ways of working. This is not simply about selling the concept of new digital and data solutions but creating the capacity people need to understand and embrace change, particularly where there may be scope to share resources across organisations. Clinical leadership and effective engagement with frontline staff are essential, with an equal emphasis on both why the changes are needed, how they will be implemented and the support being provided to achieve those ambitions.
Priority areas to consider
Based on our recent work and conversations, we’ve identified five priority areas for providers and provider collaboratives to consider to help harness the potential of the latest digital and data developments:
- Data and IT integration: Is your data currently held in disparate on-premises and cloud systems across your estate? Rationalising your data and technical estate can lay strong foundations for future changes in technology and enable your organisation to integrate with new systems.
- Developing your workforce: What skills and capacity do you need for a digital first and data-led service? How might you work with other providers and ICBs to secure and share specialist skills that are in high demand across multiple industries? What data literacy training is needed, not just for operational staff but also for clinicians to improve their confidence and understanding of using data to best effect? This is less about a series of tasks and more about a cultural shift towards embracing and enabling new ways of working.
- Standardising and sharing data: Drawing on the FDP and wider data and analytics resources, what processes can be put in place to accelerate appropriate data sharing and enable greater access to standardised, real-time information? Consider your existing resources, including data platforms and dashboards. How will you incorporate those alongside new developments and what steps could and should you take to standardise data analysis across your provider collaborative and ICS to support integrated care planning?
- Clinical and operational engagement: How can you reshape clinical engagement to accelerate data-driven decision-making? Highlight how access to data for care planning benefits clinicians and patients, rather than promoting broader organisational objectives. Tackle nervousness about public support for use of data with facts and research, combined with ongoing patient engagement in line with recommendations in the ‘Understanding Patient Data’ research.
- Embracing innovation: Does your organisation or your provider collaborative have a good understanding of how technologies and specialist skills such as AI, machine learning and health economics can support your objectives? Do you have the skills required to implement innovation or act on the insights emerging from your data. Consider what specialist skills exist within your system which could be deployed to support your system as a whole and what external support you may need from NHS England regional teams, commissioning support units, or other experts to help you realise the benefits of the latest digital and data solutions.
The scale and pace of change in this area of healthcare is rapid and there is a lot to consider. And while there are specific aspects for providers to address, this should be done in close collaboration with other parts of the system to support integrated care and help tackle broader issues such as health inequalities and the wider determinants of health. The appetite for progress may be strong but it’s equally important to create the capacity, architecture and support to ensure change delivers improvements in patient outcomes, productivity and sustainability.
This article was originally featured in National Health Executive.
