Achieving digital transformation during challenging times

The role of digital transformation in the NHS as a key enabler to support patients across Integrated Care Systems and improve clinical outcomes have been well documented.

Kieran Hughes, Executive VP and Vice President of Europe, Nordic Consulting

For example, NHS England’s Frontline Digitisation programme aims to level-up and scale-up digital capabilities to ensure health and care staff have access to information when it’s needed, supporting them to deliver care efficiently, effectively and safely and reduce variation.

However, recent cuts in NHS England’s technology budget, which is now worth less than £1bn, will inevitably cause concern when it comes to implementing Electronic Patient Records (EPRs) to meet the government’s 90% target. What’s more, these plans won't succeed without an effective workforce strategy, which is still due to be published by government. So, given these financial and workforce challenges, how do you as a manager, know what to do next?

At Nordic we’ve been involved in transformation projects with providers of all sizes and at different levels of digital readiness. Here’s our suggestions for tackling these challenging circumstances.

1. Prioritise based on circumstances – a trust or healthcare system taking its first steps in clinical transformation should try to focus on digital strategy and implementation services. More mature systems, that have already embraced a digital strategy and implementation, should focus on getting return on that investment and optimising the EPR.

2. Overcome the ‘tech risk fear’ – Tim Ferris recently commented on the significance of tech fear in preventing change. Nothing is more important to the success of a transformation project than the engagement of end users in its design –this vital buy-in will help overcome the fear. Where possible, go to the frontline!

3. No one size fits all – the big bang approach to deploying an EPR solution might be right for some providers, but it isn’t for everyone. Best of breed, home grown or something in- between might be the better option – work out what’s right for your trust/ system. Start with a plan or by identifying goals and choosing an approach which will help you to meet them.

4. Identifying what’s fit for purpose - there's a vast array of options available and finding the right solution for your specific needs can be hard. Utilising resources like NHS England’s new Who Does What framework is a great resource. It provides guides around pathway transformation and lists the digital services and products available.

5. Good programme governance – this is particularly important when working with other trusts, for example as part an ICS and convergence plans. Clear programme governance with delegated authority from the board is key to ensuring clinically led improvements to the EPR.

6. Utilise sharing platforms – there’s lots of examples of best practice from other leaders and managers on valuable sharing platforms like the NHS Futures EvidenceBased Library, NHSE digital playbooks and the Academy of Fabulous Stuff.

7. Consider working with a support partnerany system would find it hard to achieve all this without an experienced partner to help accelerate digital transformation and ensure its sustainable. Digital investments need to be fit for purpose so consider a partner who understands your specific needs and can provide the right training and knowledge sharing during and after implementation. Your partner can help as the plan and business case are being developed, make recommendations on programme governance, and provide even- handed facilitation when multiple organisations are collaborating.