Technology
positive experience, with 86% saying it completely or significantly reduced their anxiety relating to their condition, and 97% saying they would recommend it to other patients with similar conditions. However, these types of benefits are not
exclusive to the NHS. This technology has proven to be just as successful in supporting patients to be cared for in the community rather than in the hospital (just as Wes Streeting champions in his three big shifts). Camden Council has achieved similar benefits.
They piloted a new care tech remote device called Oysta to enable residents to return from the hospital sooner and be fully supported to recover at home. Patients were given fall sensors and a digital mobile device that included alerts and a SOS button linked directly to Careline – a device management platform run by the council. This ‘Help-at-Home’ initiative enabled individuals to return home and receive round the clock monitoring and support, while also feeling more in control of their health. It has also saved the NHS an estimated 630 bed days that would otherwise have been used by patients waiting for social care assessments (rather than hospital treatment). This equates to £252,000 in financial savings. These are just two examples of the benefits
of wearables and assistive technology. There are many more across the country, and with this level of proven evidence, TEC must become a fundamental part of the digital focus in the 10-Year Health Plan. However, having it recognised in this strategy document isn’t enough. For the plan to help fix the NHS – as it says it will – and ensure
the health system can reap the rewards of achieving the three big shifts, commissioners and providers need to be empowered to scale these types of solutions. But how do they do this in practice?
Delivering the 10-year plan An untapped opportunity we often see from working with customers across mental health and community Trusts, local authorities and
social care providers, is economy of scale, particularly across Integrated Care Systems (ICSs). Individual service providers are making organisation-specific investments, which, when combined with limited integrated working, create a fragmented infrastructure and data silos that cause delays, errors, inefficiencies and duplication. For example, sadly, there are countless examples of appointments being missed because an individual has been moved from one part of the health and social care system without everyone involved in their care being informed. As a result, the patient hasn’t been able to attend a scheduled appointment, but the slot has remained open rather than reallocated to another person because part of the system wasn’t aware. Despite this type of information being accessible from clinical solutions and TEC that is shared among health and care professionals. Linked to this is the need for greater sharing
of best practice that can be effectively scaled across an ICS to help tackle these inefficiencies. If decision-makers aren’t fully aware of the digital exemplars, they won’t be able to make practical changes to join-up and/or consolidate solutions. While there isn’t a one-size-fits all solution,
the 10-Year Health Plan could make significant inroads in the shift to integrated and scalable digital if the communication gaps across the care continuum are addressed. Creating new channels for collaboration or overcoming existing barriers – driven at an ICS-level - will establish the
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www.clinicalservicesjournal.com I August 2025
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