How ICSs can make the most of their digital strategy

As integrated care systems (ICSs) move into their third year, many systems are looking ahead to the future of their digital strategies. We’ve seen the absolute pace of digital innovation since the pandemic, both in the healthcare sector and beyond, and I know many healthcare leaders are wanting to harness the potential of innovative digital systems but don’t know how to make the most of the opportunity. This is where a good digital strategy can really come into play. But key questions remain about how ICSs can get the most out of their digital strategies and what the role of the integrated care board (ICB) should be.

To answer this, it’s important to recognise that the scale of digital innovation and the opportunities surrounding it can be overwhelming, so knowing where to start can be difficult. At a recent panel discussion as part of our Digital ICS programme, leaders from Cambridgeshire and Peterborough ICB, West Yorkshire ICB, and experts from Public Digital gave us three questions to consider to ensure an effective digital strategy. I believe these are key to helping ICSs see more efficiencies around their digital work.

1. How aligned are you on the basics?

Even something that may be perceived as basic, such as ensuring there is a shared definition of what ‘digital’ is for your ICS, can take you miles in your shared understanding, vision and strategy development. Each member of the ICB will be looking at the digital strategy from a different perspective, and bringing each individual together to discuss and jointly develop a strategic vision can consolidate plans across the system. 

For Cambridgeshire and Peterborough, clearly defining what digital meant for all partners across the system was an important first step in the development of their strategy. 

2. How are you ensuring that the needs of your population and users are woven into your strategy?

The ICS is in the service of the population, so your focus must be on who your users are. Your strategy should aim to keep a relentless focus on the person and patient and how developments in the digital space lead to tangible improvements for the population that we serve. Many people can (and want to) control their lives digitally outside of healthcare, but this becomes far more limited once they become a patient. By listening and engaging with patients you can help to close that gap. The What Good Looks Like framework clearly sets out conditions for success with users front and centre , but in order to ensure the services are designed around the user, not the individual organisations, this could mean you need to decommission and recommission systems and pathways with a more digital approach, if it improves access to care. 

2. Are you involving all system partners in the design and development of the strategy? 

While forming a good understanding of digital strategies and their potential for transformation within the ICB is important, don’t underestimate the importance of relationships outside the organisation.

Be sure to mobilise different partners for their unique assets, from the expertise of local universities to the connections and lived experiences of community and patient organisations, and the reach of community hubs. West Yorkshire ICB sought active contributions from partner organisations and users across the system; the development of the digital strategy can be a tool to build trusted relationships across the system, and to start developing care models and pathways differently. 

Ultimately, developing a good digital strategy can be difficult, but there is a wide range of support and resources on offer, such as free and bespoke board development sessions as well as digital strategy insights briefings created specifically to support ICS leaders. While a digital strategy can be daunting, it’s key to remember that the strategy is not a peace treaty but a vehicle for change. Digital has huge potential to support transformation across an ICS, and we are committed to working closely with ICS leaders to help achieve that ambition.

Sarah Walter is director of the NHS Confederation’s ICS Network. You can follow Sarah on X @sarahjwalter