Recently published a new law on health and care, which formalizes many of the structural reforms that have already taken place over the last 18 months. It also brings about a fundamental change in the way the NHS decides and allocates funds, in three key areas.

1. The whole system thinking

The new focus on systems decision-making means that provider organizations must now have an active interest and an interest in saving money for the entire integrated care system (ICS), which means evaluation in a much greater number of respects than ever before.

Digital has contributed a lot to this agenda. This may include providing quick access to the profile of patients in need of treatment, or identifying where groups of undiagnosed patients are located, identifying health inequalities where groups of patients are located. or patients. 

However, it has happened that we have combined existing, non-digital structures. So where digital plays an important role in the whole system of thinking, there is integration.

There is a wide range of digital solutions, both individual pilot projects and projects - and all we need is for everyone to talk to each other. Integration and interoperability have become essential to ensure that systems communicate seamlessly so that you can get the right information from the patient and client perspective at the right time.

Another big consideration is that you can't have a "whole system" with digital data in hand. Currently, there is a significant difference within the NHS in the level of expertise and comfort of digital solutions. To prosper, we, as governing bodies and those who provide digital solutions, need to invest in training and knowledge of what "digital-first" really means.

2. Neighborhood moving and area-based planning

Another shift is breaking the boundaries between primary and secondary care in favor of a more coherent neighborhood planning process and area and system levels through ICS.

Digital solutions that put patients at the center of their care; Electronic care records that reduce duplication of data between primary and secondary - such as shared care - can be key to information decisions at the regional and neighborhood levels.

In addition, as the NHS continues to fight the long end of the COVID pandemic, digital solutions implemented at the regional and local levels have a significant impact on our ability to manage vulnerable patients. cases and hospitalization.

The challenge for our health care system is that by enabling local recruitment and implementation, we are likely to see 44 different area-based systems and 44 different debates about what real care means in the neighborhood and area. Digital should be a way to gather, control and obtain some of these solutions; a way to use digital methods to evaluate what area-based care means for patients, for outcomes and how it can be improved.

3. Population health

The latest shift means that the NHS goes beyond thinking in terms of disease management and instead focuses more on population health. At this particular level of the system, the NHS will focus more on how to support the entire population with specific health needs, in particular by improving diagnostics and early intervention to reduce the need for services.

Based on the basic principle of the long-term plan, preventive health care is now equipped with a structure and mechanism for provision through the development of ICS.

It meets the challenge of working with channel diversification management systems and supporting cost proposals that can clearly reflect economic value by opening up cost savings. Unlocking data through digital solutions can be a major success factor.

With so much data available, the problem is how we interpret that data at the right time and in the right way for the health of the population. And looking to the future, how can we - ultimately - be digitally predictable in public health, on a regional and national scale.

It cannot do what the NHS can achieve on its own; however, through collaboration between industry and provider organizations, we provide the right combination of technology / digital skills and clinical knowledge to support positive change.

Digital

It is not yet known whether changes in working methods are likely to continue over the last 15 to 18 months, but it is clear that digital solutions will have a significant impact with increasing operational tensions.

All together; from remote solutions and home monitoring for vulnerable patients with long-term illnesses to virtual learning platforms for others to help them better manage their conditions; and the establishment of virtual early management departments for COVID.

However, the term "digital-first" is crucial. To ensure equal access, we must allow more options for maintaining other routes. Technology can be great, but access to healthcare must be universal.

Conclusion

There is a general need to accept and promote new realities of work within the NHS. Urgency cannot be overestimated: changes already exist; This is what is happening and they are asking for our attention.

However, we cannot ignore the great importance of successfully managing this change. We need to help people with different cultures and microcultures to accept the coming long journey.

We need to improve the skills of both clinical and non-clinical staff to help them get as close to native digital as possible - because that is the only way to root their first digital thinking.