The government’s latest report on the NHS funding, states that the service needs an extra £50 billion by 2030, and a further £25 billion in productivity savings.
With the government only committing an additional £20bn by 2023, NHS organisations across the South of England are looking to health partnerships to continue the focus on efficiency and collaboration, as outlined in the NHS STPs (Sustainability and Transformation Plans) created in 2015/16.
A renewed focus to drive cost savings is clear, but there is still work to be done for the NHS to move towards a cohesive strategy for its IT infrastructure, which will fuel these essential cost savings and enhanced patient care.
Collaborative approach
Health partnerships across England were tasked in 2015 to create five-year plans to improve health and care, addressing the specific needs of their location. As these partnerships were formed, many recognised the need to work together to build a more efficient NHS.
Yet, whilst some planning and information sharing has occurred, there is plenty of work to be done to enhance productivity through shared IT and resources. This is a core priority in many of the plans, Kent and Medway STP, for example, highlight the need to “use resources more effectivity and deliver substantial productivity savings.”
The NHS health areas across the South of England face many of the same population and financial challenges. Overcoming workforce productivity, data sharing, and siloed services, all of which can only be efficiently achieved from investment in information technology.
Supporting efficiencies across the region
As people are living longer and the NHS is facing increasing demands on its services, many of the plans recognise the need to focus on a more responsive, community-based health and care system. Somerset STP outlines the need for a joined-up approach which is essential for its rural population of around 500,000. Faced with shortages in finances, they state that efficiency of services is central.
However, efficiency must begin with a collaborative approach to IT infrastructure, which aids secure sharing of data, as well as enabling sufficient return-on-investment, so the NHS areas can step toward meeting their 2021 goals.
In Dorset, which serves over 750,000 people, they have gone a step further outlining the need to transform the system. Stating they have a ‘successful track record and strong commitment to collaborate working across our organisations, so that we act as one integrated system.’ Yet also, say they need to invest in information technology, adopt new technologies to improve the patient experience and create seamless communication between health and care professionals.
Surrey Heartlands STP also talks about the idea of ‘working as one’ to serve, whilst Sussex & East Surrey go a step further to state that they are exploring how they can ‘become more digital across organisations’.
These groups clearly understand the importance of collaboration but lack the IT systems to support the model, which will limit their ability to deliver against the goals. NHS’ IT services have a fundamental role to play as the STP looks for cost efficiencies and increasing productivity across Trusts, CSUs and CCGs.
Significant improvements can be made in the cost effectiveness per head of the population, with effective and maintained IT infrastructure in place.
Aiding a productive workforce
Equally, productivity can be improved with systems to effectively manage staff and access management, removing any inefficient repetition of work, and ensuring those workers refocus on a value-add role, or saving the NHS additional staffing costs.
Bristol, North Somerset & South Gloucestershire STP sees improving workforce productivity as a key goal to serve its 950,000 population. As does Bath, North East Somerset, Swindon & Wiltshire STP that aims to focus on more flexible and collaborative approach to the workforce.
By building a shared infrastructure, Trusts can support a more mobile workforce, benefit from economies-of-scale, as well as deliver consistency across the management and administration of user services. Uniting NHS services, across geographically close Trusts, CSUs and CCGs, encourages the sharing of technology and information to the advantage of all the services and the staff using those systems.
Additional cost savings can be made by reducing the core infrastructure and service management costs by combining these functions. The Devon STP outlined key elements that align to this proven model, with goals to empower an effective, productive workforce, that supports economic growth, and is resilient.
One of the key goals for Hampshire and the Isle of Wight is the use of technology, but common across all the southern STPs is the central focus on patient outcomes. The link to how technology can aid patient care is fundamental as identified by Frimley Health’s STP stating they want to use ‘technology to improve outcomes and increase efficiency’, whereas Gloucestershire STP says that ‘technology has great potential to improve care through information sharing’.
To achieve sustainability and transformation, supporting wider NHS goals, collaboration on IT infrastructure and systems is essential for a modern, financially aware NHS. Some STPs have joined the dots to recognise that IT and collaboration should go together to create more impact for efficiencies and patient care. These partnerships joining together to create STPs are the first step, but a more formal sharing of services is essential to meet financial savings and core goals.