The adoption of new technologies in the NHS
Lorna Rothery spoke to Mark Ashton, Director of Transformational Programmes at NHS Shared Business Services, about how new technologies in the NHS are shaping healthcare delivery and the challenges that hinder their adoption
How did the COVID-19 pandemic impact the adoption of new and emerging technologies in the NHS?
COVID-19 forced the NHS to change the way it operates, with less face-to-face interaction and the introduction of new technologies such as telemedicine. It also prompted the NHS and the public to embrace new apps and digital health platforms. Personally, I used an oximeter to check my oxygen levels and also bought a blood pressure monitor.
People have had to accept the behavioural change in the way technology is now used, and while it may be a challenge for some older individuals, more and more people are starting to embrace it. In a strange way, COVID-19 drove this technological agenda forward.
What is being done to ensure new digital tools are accessible to everyone, no matter their age?
I’m 63, and I’ve grown accustomed to using smartphones and tablets. For me, it’s second nature. However, for people in their late 70s, it may be more challenging.
My own GP now requires appointments to be made online by filling out a smart form. If the smart forms were made simpler and more intuitive, perhaps with AI helping people fill in certain fields, it would be easier for everyone to complete the process. The challenge, however, lies in getting people who are less familiar with modern-day technology to embrace it.
In which areas of healthcare do you think we’re seeing the greatest benefit from the adoption of new technologies in the NHS?
Electronic patient records and appointment scheduling have made significant improvements in healthcare. Appointments are now accompanied by reminders via text and email, which has helped reduce the issue of no-shows. However, some healthcare providers still face high levels of missed appointments. The use of technology has also streamlined administrative tasks for healthcare professionals, allowing them to dedicate more time to frontline services.
Additionally, mobile workers can now access necessary information through smartphone technology while out in the field. It is crucial for organisations to focus on simplifying back-office services to ensure that frontline workers can carry out their duties effectively.
How could digital infrastructure be improved to enable the sustainable and long-term adoption of new technologies in the NHS?
I think a lot of the estate still relies on old legacy systems. Our experience with some of our provider customers shows that they are using outdated technology and unsupported software versions. This poses a challenge for us as an organisation delivering services. From a security perspective, it’s important to ensure that all systems are up to date and have the latest security patches. However, we often have to connect to systems or providers that are not up to date, which poses a risk.
There are many outdated legacy systems and hardware in place, and it’s essential for the NHS to invest in cutting-edge technology. It’s not just about introducing new technology; it’s also crucial to provide training to clinicians and frontline staff to ensure that they can make the most of these tools.
There is a shortage of digital skills across many public sector organisations, not just in healthcare. While the government has reduced recruitment and retention for professionals, there are initiatives to address this shortage. As someone who has worked in local and central government, I understand the struggle to find the technical and digital skills needed to implement necessary changes.
Ultimately, it comes down to investment. Local and central governments, as well as the NHS, are constrained by limited financial resources. Without a realistic assessment of the necessary investment, driving these changes will be a challenge. Developing thorough business cases to support investment would help release funding.
Lack of funding makes it difficult to implement necessary changes, even if they are mandated. There is immense pressure to make investments and savings, as we see in the program we’re delivering at NHS England.
Many government programs, particularly IT ones, struggle; the amount of resources, both human and financial, is underestimated, as well as the complexity of the situation. Many programs eventually deliver what was intended, although they may not stick to the original timeline. The struggle often lies in implementing change. While many programs deliver what was intended, the challenge lies in getting the organisation to adopt the technology or changes that have been implemented.
It’s rare to find a program that works really well, as most digital programs struggle due to insufficient thought given to what’s needed, the timeline, and the evolving nature of technology. Additionally, customers often struggle to articulate what they really want, often asking for what they have today rather than considering what is possible in the future. This lack of knowledge about what is possible is a major challenge.
Although public sector finances are limited, moving forward with this requires investment and commitment from organisations to work together at a national, regional and local level.
