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Transforming the way we work with customers, stakeholders and partners

Download the full Fit for 2020 - Report from the NHS Digital Capability Review

Driving improvement by working more closely with our stakeholders
Accelerating implementation and adoption
Fostering innovation
Using technology to improve our effectiveness

We must be more responsive to the transformation needs of the wider health and care system. To do this, we need to help local organisations make better use of existing national data and technology capabilities and we must respond to their future needs effectively, in particular ensuring the new capabilities delivered by Personalised Health and Care 2020 are relevant locally. We must raise our profile and support local and national organisations on their transformation journeys by becoming innovative thought leaders on health and care technology and data.

Our aspiration is to become the 'go to' organisation for advice on emerging technologies and a centre of innovation for effective use of data and technology to deliver better care.

Our aspiration is to become the 'go to' organisation not just for the use of existing and future national data and technology systems, but also for advice on emerging technologies and a centre of innovation for effective use of data and technology to deliver better care.

Driving improvement by working more closely with our stakeholders

NHS Digital has a very broad range of customers and stakeholders. They include:

  • national organisations such as the National Data Guardian, Information Commissioner's Office, the National Cyber Security Centre, Centre for the Protection of National Infrastructure and security organisations
  • our cross-Government stakeholders including other Arms-Length Bodies, NHS England, Genomics England, the Department of Health, Cabinet Office, Government Digital Services, the Infrastructure and Projects Authority, Her Majesty's Treasury, Public Health England, NICE, NHS Business Services Authority and the Medicines Healthcare Regulation Authority, NHS Improvement, Care Quality Commission and Health Education England.
  • local government, including their social care and public health roles
  • local NHS organisations, including trusts, GP practices, pharmacies, community care and partnerships working on local Sustainability and Transformation Plans
  • health and care federations such as NHS Confederation, NHS Providers, NHS Clinical Commissioners, the Local Government Association, the Association of Directors of Adult Social Services
  • royal colleges and professional groups such as the British Medical Association and the Royal College of GPs
  • third sector organisations
  • policy organisations and think tanks such as the Kings Fund, Health Foundation, the Nuffield Trust and others working on the wider policy agenda
  • research, academic, life science and business intelligence organisations
  • patient and public groups

We have strong relationships with some of these organisations today, but our relationships with others need improvement. We believe that the transformation of health and care services will drive a much more explicit focus on far more advanced use of technology and data and we need to be responsive to that. In turn, this will uncover new challenges such as the increasing use of devices and software to aid diagnosis, the need for more explicit stand.

We are now recruiting a team of Strategic Account Managers who have a good knowledge of the business issues that our stakeholders are addressing and can help tailor and shape our offer to support them more effectively. They will also ensure that NHS Digital's work is informed by an understanding of the wider strategic and policy agenda.

We have grouped our key stakeholders and partners and each Strategic Account cluster will be led by an EMT director.

We have also recently established a Business Analysis team to work with our Strategic Account Managers and liaise directly with organisations that have particular requirements that lie outside the current scope of Personalised Health and Care 2020. This will help those organisations understand the right approach to meeting their needs.

What we will do:

  • Adopt a customer-facing description of our services, programmes and functions, including our statutory duties.

  • Continuously map the priorities and business requirements of all our customers and partners in relation to NHS Digital services and programmes.

  • Promote the Business Analysis service to help our customers define their requirements for new service and products.

  • Develop the new Strategic Account Management function to help drive and embed customer-focused relationship management behaviours across NHS Digital.

Accelerating implementation and adoption

The true tests of NHS Digital's success are whether existing services achieve greater adoption across the health and care system and whether the Personalised Health and Care 2020 portfolio of programmes achieve widespread usage by local organisations.

The true tests of NHS Digital's success are whether services achieve greater adoption across the health and care system and are used by local organisations.

Historically, because we adopted a programmatic approach to all of our activities, local organisations would frequently have multiple and sometimes uncoordinated 'touch points' with NHS Digital led programmes.

We have recently created a single Implementation and Business Change team within NHS Digital by identifying all of the people working with local organisations and placing them under a single management structure. The Implementation and Business Change team is comprised of regional teams which mirror the teams in NHS England and NHS Improvement to create more alignment between national organisations.

The team is currently concentrating on the increased uptake of existing services (consistent with 'consolidating service operations' described in the Delivery section). Over time, it will embrace the responsibility of helping local organisations to implement Personalised Health and Care 2020 and provide an essential conduit to local organisations' requirements for our programme teams.

What we will do:

  • Use our Implementation and Business Change regional teams to support local health and care organisations such as STPs, NHS Trusts and social care to accelerate their adoption of existing NHS Digital services and to support the local implementation of Personalised Health and Care 2020.

  • Implement a consistent process for capturing local organisations' requirements for existing NHS Digital services and Personalised Health and Care 2020.

  • Establish a centre of competence for benefits identification and tracking for all current and future NHS Digital services.

Fostering innovation

There is much technology innovation across the NHS today, coming from local organisations, from suppliers, from national organisations and others. But wide-spread adoption of this innovation does not happen either very quickly or very often.

We believe NHS Digital has a legitimate and important role in championing effective innovation in the use of technology and data and become the place where other organisations, both national and local, come to understand what is possible and what is already being done across the system.

We also believe new and emerging technologies will play an important role in solving long established problems across the health and care system. NHS Digital can play an invaluable role in bringing together an understanding of the relevant technologies with our knowledge of these problems.

We are establishing a team of Innovations Associates to bring recognised innovators and entrepreneurs into NHS Digital. This team will work alongside our clinical fellows, to shape our horizon scanning and thought leadership around the theme of clinical and technology futures.

Wherever possible, we will take a partnership approach to this work, identifying people and organisations to collaborate with, and also bringing people and organisations together-which has worked successfully with the Code4Health community. These could be with health and care organisations, research and academic bodies, industry and suppliers.

What we will do:

  • Introduce a 'thought leadership' programme consisting of papers and seminars designed to stimulate thinking on a set of topics where NHS Digital has legitimacy. Initially, these will include for example cybersecurity and how technology will change clinical practice.

  • Create a community of innovation and collaboration with entrepreneurs and software developers based on the existing Code4Health networks.

  • Launch an Innovation Associates programme to second experts into NHS Digital for fixed periods of time to work on defined topics.

  • Agree partnerships with Tech UK, Healthcare UK and Innovate UK to enable the health and care system to work more effectively with the national and international technology supplier market.

Using technology to improve our effectiveness

We will make more use of our new Customer Relationship Management (CRM) system. In the last year, our teams have started to make more use of it, but this is inconsistent across our organisation. The CRM is key to building a corporate repository of information and intelligence across our organisation. All interactions with our customers and stakeholders will be recorded so that we can build a repository of intelligence about our customers and stakeholders. As this will target Chief Information Officers and Chief Clinical Information Officers and frontline staff in NHS Trusts, the Implementation and Business Change team will act as 'product owner' for this work, on behalf of the organisation.

We are mobilising our corporate contact centre to support the Personalised Health and Care 2020 domains, including outward bound engagement as well as the management of routine enquiries and more targeted communications. We expect there will be a significant increase in workload as a result.

We have started a process of modernising our website around specific user needs using agreed Government Digital Service delivery standards. We have an extensive development plan, but know we have a long way to go. As well as adapting the website structure, we are integrating customer transactions for example through the development of a new publications system.

We have other service desks, mostly providing more technical help-desk services for external users of some of our services. In the light of this, we have committed to undertaking a review of our contact centre and our other service desks to ensure we are making most effective use in terms of service design and operating model for these teams.

What we will do:

  • Agree the development requirements for the CRM to be used across NHS Digital.

  • Transform our website into a modern digital experience platform enabling more responsive and flexible customer service.

  • Review our contact centre and service desks to determine optimal service model.

Last edited: 1 June 2018 12:20 pm