新的techUK报告称，数字、数据和技术是从一开始就获得综合护理系统的关键

July 2022 Contents Foreword04 Introduction06 Chapter 1 Putting the who before the how: helping07citizens take control of their health and care Chapter 2 Putting the why before the what:11embedding demand-signalling within each ICS Chapter 3 Putting outcomes before processes:15fostering innovation through procurement Chapter 4 Prioritising interoperability and data:18driving long-term transformation Chapter 5 Working together: creating an open and24transparent environment for collaboration Conclusion28 References29 Foreword Digital Health Networks, the leadership community of localNHS CIOs, CCIOs, CNIOs and other digital leaders, welcomesthe publication of techUK’s timely report suggesting digitaland data priorities for the 42 new Integrated Care Systems. The most significant change in NHS organisation in ten years creates the opportunityto rethink how collaboration, partnership across local place-based systems takes place;between national and local; between patients and health professionals; and withindustry partners. The shift to ICSs marks a unique opportunity to re-set how health and social care has beenplanned and delivered and ensure that care is joined-up and designed around the needs ofthe patient. The prize is to address the huge inequalities that exist in health and care, including questionsof equity, access and quality. Digital and data have a huge contribution to make in areas likepopulation health management and digital services and therapies, but also have the potentialto exacerbate inequalities or create new divides. In addition, digital offers tools to enable ICSs to narrow inequalities between physical andmental health. Crucially, ICSs also have the potential to use digital to accelerate the shift inwhere care is delivered, from expensive, in-patient care to nearby, community-based care -with the rise of remote care/virtual wards as a key enabler. Personal health records meanwhile offer the promise of democratising care, beginning toplace citizens in greater control of their own data and provide them with tools to managetheir health. ICS digital leaders should work collaboratively with patients to seek out opportunities wheredigital and data can have the maximum impact, such as complex pathways touching largenumbers of different providers within a particular area. An open learning approach, in whichlessons are shared and actively sought out, will also be needed. To achieve these aims will require in-depth multidisciplinary digital leadership levels at theICS-level, leaders who focus on coordination, collaboration and co-production, rather than themore familiar challenges of provider digitisation. It will take time to find, develop and appointthe many new leaders and teams. As yet it is unclear where they will come from, creatingsignificant delivery risks. There are of course significant risks beyond the workforce questions. The system remainsunder huge pressures and financial strain as it struggles to recover from the backlog built-upduring Covid. Historically, it has proved incredibly difficult to shift the loci of service deliveryfrom large acute providers into the home or community. Fortunately, we are not starting from a blank sheet, much good work hasalready been on integrated care. Much of the challenge ahead is to share and spreadpioneering work already being carried out in fields such as population health management. A key strength of the new techUK report is in its recommendations to work with existingstructures in vital enabling areas such as procurement, innovation, interoperability andpartnership with industry. The leaders of Digital Health Networks look forward to working with techUK, ICSs and otherpartners to help achieve the potential of digital and data in the brave new world of ICSs. Leaders of Digital Health Networks Sarah Hanbridge,Chair CNIO Network Dr James Reed,Chair CCIO Network Euan McComiskie,Deputy Chair CNIO Network Dr Ayesha Rahim,Deputy Chair CCIO Network Ramandeep Kaur,Deputy Chair CCIO Network Lisa Emery,Chair CIO Network Introduction Every day, new products and services are created and updated by the technology industry, playing a crucial rolein supporting citizens, patients and staff across our health and social care sectors. The industry demonstratedits potential most recently during the COVID-19 pandemic, continuing to do so as we tackle the fallout and focuson recovery efforts, including the growing backlog and waiting times. Technology and innovation can help address long-standing challenges faced by the NHS and social care, fromwidening health inequalities to the need to deliver urgent service improvements, and so much more. Digitaltransformation must continue to be a top priority for the Department for Health and Social Care, and we aredelighted to see this acknowledged in the government's plan for digital health and social care, published inJune this year. So far, we have only scratched the surface of what digital