Guest Blog: Collaboration has been a critical part of our response to the pandemic, but it needs to continue to safeguard the future of the NHS
2021 was another difficult year for the NHS, with the resurgence of COVID-19 resulting in a greater demand for health and care services, and health inequalities and other systemic challenges repeatedly exposed. But with every crisis comes opportunity, and if the pandemic has taught us anything, it is that when we work together, even the most seemingly insurmountable hurdles can be overcome. For innovators and healthcare providers alike, now is the time to collaborate.
Of course, for the duration of the pandemic, we have been warmed and rallied by positive stories of collaboration, with technology suppliers increasingly eager to work together and support the NHS in its hour of need. All of this began with a groundswell of emergency technology offerings, which normalised the use of innovative digital solutions across the health and care estate. With more and more technology being introduced to support the NHS, and with a sense of collectivism on the rise, it was only natural for suppliers to begin working with each other.
As a result, discussions surrounding data and the application of open standards as a means of driving innovation became more palatable. So much so that the then Secretary of State for Health and Social Care, Matt Hancock, announced his intentions to create “a consistent data platform” which would see patient data separated from the application layer. If the proposals come to fruition, there is plenty for us to be excited about, but whether or not you think Hancock’s ambitions are achievable, it is remarkable to see how far we have come. But we still have a long way to go.
Despite the fact that collaboration and using data to maximise opportunities across the NHS is more widely accepted, particularly in terms of predicting demand and preventative intervention, the reality is that waiting lists remain at an all-time high, with approximately 6 million people waiting for planned treatment. As such, it is critical that technology suppliers continue to work with clinical colleagues, and each other, to ensure the solutions we provide make a meaningful difference to the lives of those who use them, with a specific focus on driving efficiencies and freeing up time for patient care.
Given the progress we have made over the past two years or so, and with the advent of integrated care systems (ICS) serving to encourage the sharing of health data even further, I am confident that we will see continued progress in this domain, and I am optimistic about the positive impact it will have on clinicians and patients across care settings. As part of this approach, another key focus for ICSs will be to build inclusive digital strategies that support equitable care delivery for everyone. This is something I am hoping to pioneer in my role, ensuring that Allscripts is supporting regional systems to integrate and helping leaders create the right culture for technology to make a difference.
By working together, we can evolve the way health and care services are delivered across the NHS, and as technologies mature, integrating them with core clinical systems will only improve the flow of information from patients to clinicians. For me, this is the most effective way of tackling the elective care backlog, with the added benefit of shaping the future of health and care services for generations to come.