How data strategy will improve attention and fuel innovation

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In an exclusive blog for Digital Health, Secretary of State for Health and Care Matt Hancock describes how the draft works data strategy it will help improve care, nurture innovation and save lives.

In our fight against coronavirus, one of the most powerful tools we possess was the power of data.

The data helped us identify the most vulnerable people to coronavirus and ask them to protect them, allowed new avenues of care such as virtual rooms, and developed vital research that helped us discover new treatments for Covid that have saved more than a million lives so far worldwide.

This pandemic has proven once and for all that data saves lives. So, just as we recognize the hardships and devastation this virus has caused, we must also recognize the phenomenal progress we have seen in the use of data.

This crisis has brought about one of the greatest transformations in the way we live and work in peacetime, and it is that the intelligent use of data has made it possible. We need to look up and go further, learning lessons from the crisis

Bottling spirit

Today we are publishing our Data Strategy, which sets out, in one place, how we will bottle the spirit we have seen over these eighteen-month tricks and use the power of data to better recover and save lives.

First, it shows how we will save lives by improving and integrating care.

Imagine a world where peers have all the information they need at their fingertips to deliver more accurate diagnoses and more personalized attention. This interoperability is vital.

We need to make this vision a reality, and in doing so, we will improve the patient experience by removing barriers, such as having to repeat information or conduct duplicate tests, which frustrate patients and hinder integrated care.

To do this, we will expand our shared care log program so that peers can view patient information in a shared log, regardless of the system they use. This means that staff spend less time looking for information and more time devoting themselves to patient care.

All of this is part of our mission to monitor patients ’data.

Patients will be able to access their test results, medicines, procedures and care plans from all parts of the healthcare system through patient applications, such as the NHS application, in the same way they can check the time. on their phones.

We will also be more transparent about how the data is used, so that patients can easily see, for example, what life-saving research has supported.

We will do this by demolishing silos and gathering data from the entire health and care system.

Therefore, our strategy has a section dedicated to social care and a new duty on the part of healthcare organizations that share anonymous data, so that it can be shared more easily.

Architecture suitable for your place

Second, we can save lives by putting the right architecture in place.

Data architecture is not simply abstract, but has had a big impact on the front line. Approximately 27% of physicians who responded to a BMA survey said they lost more than four hours a week due to inefficient systems or hardware systems. It is the time when they could take care of patients.

We will rebuild our data architecture based on the values ​​that have served us so well during this pandemic. Openness, transparency and interoperability.

After all, the NHS belongs to everyone. Therefore, we are committed to making all the new source codes we produce or commission open and reusable, so that we can make sure everyone feels the benefits.

We will reform our legacy systems so that the NHS is a platform, with a data layer separate from the application layer, where systems can talk to each other and work together and the right people can access the right data in time. real using API.

Our strategy sets out how we will get here. It contains commitments such as a standards and interoperability strategy, through consistent user identifiers, based on the use of NHS numbers across all services, and increasing the number of health and care APIs.

Based on the best and brightest

Third, we will save lives by fueling innovation.

The pandemic has clearly shown that we must take advantage of the best and brightest of all walks of life.

We need to attract technology pioneers to work safely with our own innovators in health and care, so we have a porous border between the NHS and the outside world.

For example, to provide secure access to data so that researchers in trusted research environments can develop vaccines against Covid-19 or to develop new cancer treatments.

We want to give innovators clear guidance on the safe and proper use of health and care data and provide confidence that we can deploy promising technology on a large scale throughout the system.

The strategy demonstrates our data partnership plans that enable the NHS and industry to create tools and statistics from data, based on clear principles of security and confidentiality.

And, again, the separation of the data layer from the application layer will allow vendors to offer the application software, but the data will be stored separately and securely, so we have a consistent data platform across the NHS.

This means that innovation can take place safely and we can create a more dynamic market for applications, avoiding dependence on any vendor.

These are just some of the commitments of this comprehensive plan, which is based on the incredible work we have seen over the last 18 months.

We have published it in draft, because we want to bring knowledge from everywhere and hear you about where we can go further.

So tell us your opinion and join us in our mission: to make sure the data makes a difference.





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