General Discussion / Social Media, page-4017

Two articles of relevance to Alcidion

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NHS trusts in Teesside andKent deploy smart IT to further improve patient safety in advance of winter

Published

7 hours ago on November 30, 2021

By Features Desk

Systems include real-time patient monitoring and more efficient patient flow management.

As the NHS in all four nations continues preparations to manage winter clinical pressures, two NHS trusts have accelerated deployment of modules of their smart Electronic Patient Record Systems (EPRs), aimed at further improving patient safety in busy clinical settings while introducing efficiencies to streamline patients’ hospital stays.

Both South Tees Hospitals NHS Foundation Trust and Dartford and Gravesham NHS Trust are using Miya Precision, the Fast Healthcare Interoperability Resources (FHIR)-based EPR platform developed by Alcidion.

South Tees has now joined Dartford in going live with the Miya Observations and Assessments module (previously known as Patientrack), Alcidion’s electronic observations and assessments capabilities. Dartford has also now gone live with Miya Flow, an intuitive journey board that provides clinical staff with access to real-time information on patient status.

Miya Observations includes an early warning system that shares critical information as soon as it is recorded, rather than simply passively capturing a patient’s vital signs on a paper-based bedside chart. The resultant information allows clinical staff to more easily focus on those patients immediately in need, improving patient care. This in turn contributes to a shorter length of hospital stay.

Deployment of this system has been welcomed by the clinical staff on the front line of care as well as the IT staff in the two trusts.

The South Tees experience

Andrew Adair, chief clinical information officer at South Tees Hospitals NHS Foundation Trust, commented: “Miya Observations is just the first component of a clinically responsive transformation programme that will digitise paper processes, join together systems across the trust, and provide the foundations for regional integration.

“This is far more than a traditional EPR. There is genuine excitement that we are going to leapfrog some of the technologies in other parts of the health service with what we have coming.”

Lindsay Garcia, chief nursing information officer and interim deputy chief nurse at South Tees Hospitals, said: “I am excited about introducing Miya Observations, which will work alongside other elements of Miya Precision to deliver dynamic feedback on the patients’ condition to the ward.

“As we go further in our plans around clinical decision support, our new technology will support our brilliant clinicians in making even more improvements for patients in incredibly busy and complex environments. This is the start of transformational change that will have much-needed benefits for both patients and clinicians.”

The Dartford and Gravesham experience

Dartford and Gravesham is the first NHS organisation to choose Miya Precision in the UK and the first to roll out Miya Observations and Assessments with Miya Flow.

Miya Flow supports the care team in streamlining patient journeys and sharing information via digital patient ‘journey boards’ – displaying a consolidated view of patient information, key results and tasks to support improved patient flow. The solution was deployed to medical wards in September and rapidly extended to surgical wards in October, providing a whole trust view of real-time patient clinical status including estimated discharge dates.

Neil Perry, chief information officer at Dartford and Gravesham NHS Trust, said: “The Alcidion solution is central to our digital strategy. We are proceeding at pace and believe that Miya Precision is the fastest way for us to achieve a high level of digital maturity. It is also a way for us to move beyond the traditional EPR, to support our clinicians and to make the care we deliver to patients more efficient and safer.

“The journey boards have enabled us to make sure that 100% of our patients have an estimated date of discharge recorded and that helps wards to make sure discharge dates are met, which, in turn, helps to address the huge pressure we are under.”

Over the next six months, Dartford is planning to deploy Alcidion’s clinical noting, discharge notes, e-prescribing and clinical decision support. It is also further rolling out its use of Miya Flow as a ‘command centre’ that will provide full visibility of the bed and patient status to help address winter pressures, across the Trust and Integrated Health Partnership Board.

The trust has also agreed a contract with Alcidion to use Miya Precision to replace the legacy system that it uses to run its diabetes service. This specialist application will expand the use of the platform from inpatients to include outpatient services, where it will also be integrated with the Dartford developing personal health record from Patients Know Best.

Lynette Ousby, managing director at Alcidion, said: “NHS organisations like our customers in South Tees and Dartford and Gravesham have shown that technology can be a power for good in the NHS when it is designed to meet real clinical needs.

“We are incredibly proud to be part of their journeys to improve care with digital transformation. This is ultimately about helping to make it easier to do the right thing for patients, at a time when nurses, doctors and other healthcare professionals are working in extremely challenging circumstances. These examples clearly show how effective technology can help the service in meeting those needs, especially at critical times like the imminent winter pressures.”

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Industry View: health techexperts react to NHSX/D merger with NHS England

November 25, 2021 3:13 pm

News of plans for NHS Digital and NHSXto merge into NHS England and NHS Improvement, bringing all of the NationalHealthcare System’s tech, digital and data expertise together under ‘one roof’,has dominatedthe headlines this week.

As well as covering the latestdevelopments, following the release of the LauraWade-Gery review, which informed the proposals, and Twitterdiscussion on the topic, HTN decided to dig a little deeper andfind out the views of our contributors and readers.

We sent out a call for comment and themerger plans proved to be a popular topic – with many of you sending in yourviews and perspectives. Below is a curated selection of just some of thereplies we received from health tech experts and care professionals acrossindustry, the NHS, and beyond…

“This move has been expected for sometime”

For some, the news was not a surprise,with David Newey, Deputy Chief Information Officerat RoyalMarsdenNHS Foundation Trust, writing: “This move has beenexpected for some time, particularly with the ongoing development of theIntegrated Care Systems. NHS Digital and NHSX have had distinct portfolios thatwere very easy to identify and have been vocal advocates for digital health. Ithink it’s important that we don’t lose that leadership and the distinctidentity that digital has with all its challenges as part of the amalgamation.”

“Thereis nothing new in NHS re-organisations, ditto for the digital elements,”added Martin Bell, Director of the Martin Bell Partnership.

“NHSX’s demise could be predicted tocoincide with Matt Hancock’s departure from office…in some respects, NHSDigital having its own name meant that there was a national agency thatsymbolically held the digital ring. Despite flaws, it has done some reallygreat things over the years and has many great people. Those things and peopleneed to not be lost.

“However, on paper – and if you didn’tknow the back story, context, etc – having a single, central digital function,integrated with the overseer of actual care delivery makes sense. IT/Digitalshould be part of mainstream care delivery, not something ‘over there’.

“What matters most – only in fact – iswhat happens now. I’d like to see a new era of transparency and openness; aconcerted effort to involve digital leaders from across the country in policymaking; a simplification of funding, removing time consuming processes and“lotteries”; simplify/reduce frameworks and procurement; enforce standards; fixthe basics – and ask the question: “Does this improve patient care?” every stepof the way. If it doesn’t, stop doing it.”

Joana Franca, Clinical IT FacilitatorforUniversity Hospitals of Leicester, felt the merger was a natural extensionof the progress made: “The NHSX and NHS Digital merge with NHS England andImprovement seems and feels only like a natural progression for the workforcesto join efforts and work towards the shared goal of digital transformation ofcare, this being social care or health care. By working together under the samegovernance, digital transformation across the NHS will move more swiftly andallow for more rapid transformation, which can improve patients’ outcome anddelivery of care – always aiming for excellence and harm free care. Digitaltransformation is the key enabler.”

In a similar vein, RichardWyatt-Haines, Director of HCI Digital, also noted that the move makessense, commenting: “I welcome it. We are beginning to move to the point wheredigital is integral to everything that’s delivered in the NHS and thereforeit’s only right that digital decision-making and delivery is located right inthe heart of the NHS. Individual units might have been appropriate at thebeginning of this journey but if we are now going to accelerate the role ofdigital and make even greater impact then we can’t risk these two importantunits being on the sidelines.”

Lloyd Humphreys, Managing Director ofORCHA, the Organisation for the Review of Careand Health Apps, welcomed both the proposals and the Wade-Gery review, althoughhe also felt the report could have “gone further”.

He said: “The language of this reportis welcome, with its clarity and sense of purpose. The author, rightly, saysthat the time for action is ‘now’.

“The strategic re-think is welcome,too. Just as technology shouldn’t be bolted onto health and care services, norshould the relative departments. Integration of the technology teams across theNHS into NHSEI reflects this thinking. We are inspired by this move and many ofthe review’s recommendations. We very much hope this will help the NHS to moveaway from identifying point solutions, to a system wide approach to technology.This will enable technology to scale and achieve greater impact.

“The report gives particularreassurance on two key points: the recognition of digital exclusion as an issueand the need for formal training in digital. However, it should have gonefurther and paved the way for key infrastructure developments, such as thesupport for digital formularies and reimbursement models.”

Lord Victor Adebowale, CBE Chair andCo-Founder, Victor, also shared: “Digital transformation ofthe NHS is what is needed to ensure that care is accessible and equitable foreveryone. I am pleased to see that a more united front is being encouraged, andI hope that this is the key to accelerating that transformation.”

“I really sympathise with the peopleinvolved”

Aside from the pros and cons at anorganisational level, Rachel Murphy, CEO, Difrent (becomingTPXimpact) and a former Digital Delivery Director at NHS Digital, also focusedon the human element of news, commenting: “Merging the threeorganisations makes so much sense, and is a positive step in the next phase ofdigital transformation in the NHS.

“While I really sympathise with thepeople involved going through the uncertainty of more organisational changefollowing what’s been an unprecedented 18 months, there is an opportunity toredeploy much needed structured project management talent closer to the frontline to help deliver and support the transformation that the health serviceneeds. As the dust settles, I hope supporting diverse leadership with theconviction to drive digital projects that have users at their heart is givenpriority.”

Rachael Grimaldi, Co-Founder and CEO ofCardMedic, wished to pay tribute to the supportthat both NHSX and NHSD had previously provided, stating: “As a start-upcompany launched during the pandemic, we have been very grateful of the supportwe’ve received from NHSX, NHSD and the AHSN network. However, as a practisingclinician I see how much impact is making its way to the frontline, and on thewhole, my clinical colleagues do not differentiate between the variousorganisations – they care more about having the right tools to do their jobs. Ihope that through the merger, innovation at pace will continue to be given thepriority it deserves.”

Darrell Bailey, Vice President SalesEMEA, BridgeHead Software, also struck a thankful note,explaining: “I believe the proposal to bring together the knowledge andexperience of both NHSX and NHS Digital, under the wing of NHS England and NHSImprovement, should be viewed as a positive step forward regarding the futureacceleration of digital transformation throughout the NHS. The currentorganisational structure is somewhat fragmented, with ‘grey areas’ pertainingto the specific roles and responsibilities of each body. It’s often unclear asto which NHS organisation is setting the strategy at local, regional, or evennational level.

“Having said that, the current mix ofNHSI, NHSX and NHSD has had a profound beneficial impact on driving the NHSdigital transformation agenda, especially with regards to improved patientjourneys and outcomes. However, I believe now is the right time to remove‘digital’ as a siloed and disconnected entity, operating independently of NHSEngland; in favour of a single, joined-up organisation with a clear focus ondigitally enabling our amazing healthcare system.”

Perninder Dhadwar, CEO at InnovateHealth, acknowledged that, “NHSX did serve a purposeof helping to drive digital transformation in the NHS without disrupting theday to day operations” and that is “has achieved some notable successesespecially in the areas of driving AI understanding in NHS.”

However, the CEO felt that, “forinnovation in general the multiple entity landscape was more of a hindrancethan a help. My hope is that streamlining the bodies will help them towork out a more joined up approach to driving the adoption of digitalinnovation in the NHS.”

Providing an Academic Health ScienceNetwork (AHSN) perspective was Dr Rishi Das-Gupta, Chief Executive ofthe Health Innovation Network, South London.

“The merger of NHSD/X/E offers a greatopportunity to accelerate the transformation of healthcare. Digital services inhealth and care today require a mixture of skills from running everydaytechnology operations and reimagining clinical services with clinicians andpatients,” explained Dr Das-Gupta.

“Hence, lots of organisations havetried various combinations of Clinical, Operational, Digital and Transformationteams. Having these separate across NHS organisations created additionaldifficulties and so the merger is a great opportunity to bringthese together. However, the challenges of integrating the different views ofthe work needed to improve services is huge and will set the tone for localdigital transformation across the country. As an AHSN focused on digitalinnovations, we are hopeful that it will help accelerate the spread andadoption of solutions that work across health and care.”

“We support the change, not taking awayanything from NHSX and D, technically the challenges in making digitaltransformations are not technical; they are clinical and cultural. Combiningthese entities providing a collaborative approach with a shared agenda couldaccelerate digital transformation, providing the transformation directorateempower and fund the local teams to do so,” shared Liam King, ManagingDirector, Healthcare Gateway.

“I think this merger is necessary toavoid the chaos of having so many organisations”

A number of the comments we receivedsuggested that they felt the move was necessary, or even overdue.

Dr Marcus Baw, GP, Developer and Chairof the RCGP Health Informatics Group, toldHTN: “In short, I think this merger is necessary to avoid the chaos of havingso many organisations, each guarding its territory, and to reduce the waste ofeach org having its full stack of C-level executives, its own branding, and webpresence. Perhaps now we can stop messing about with post-it notes on the walland get onto fixing some of the very real problems that frontline cliniciansface using NHS tech, every day.”

“This is a good move. A radicalsimplification in chain of command is massively overdue. As we all know,transformation is all about people, process and technology – and changes needto take account of all three, or expect failure,” said Tony Bowden, CEOof Helicon Health.

Sheena Pirbhai, Stress PointHealth CEO and Founder, commented: “The merger is a longoverdue correction of the way these organisations are structured, coming at atime when healthcare services are under enormous stress to respond to explodingcosts for healthcare and increasing staff shortages.

“The consolidation should allow furtherconcentration of excellence and hopefully clearly laid out objectives. A singleorganisation has the potential to further accelerate much needed digitaltransformation of the NHS and focus on levelling health inequalities…hopefullywe’ll see an acceleration and expansion of this transformation in the comingyear – towards digital and virtual services.”

Lynette Ousby, the UK Managing Directorof Alcidion, stated: “The news that NHS Englandand Improvement is going to incorporate NHSX and NHS Digital makes completesense to me. I have never been sure why the NHS had overlapping bodiesattempting to set digital policy while developing infrastructure, standards andproducts for the frontline.”

However, there was also a note ofcaution over the changes, with Lynette adding: “The new structure shouldstreamline policy and delivery, and make sure that technical decisions arealigned to organisational and clinical priorities; to ensure that technologycan deliver on its promise of transformational change. There are some reallygood initiatives out there at the moment, such as the Digital Aspirant Plusprogramme, which has just been launched to support NHS trusts that still needto implement core administrative and clinical functionality. We don’t want tosee that stall.

“Nor do we want to lose momentum oninteroperability, just as integrated care systems come on stream. NHSX had beenleading on work to separate data from applications. Alcidion is a huge fan ofthat approach, and we want to see it continue.”

Mark England, CEO, HN alsoshared his thoughts on what he hoped would remain in-focus: “Digitally-enabledtransformation needs to become even more embedded in both mainstream NHSthinking and delivery. This consolidation of NHSX/D and E has the potential tomove that forward. However, I also hope it doesn’t dilute the NHS’ focus onmore disruptive transformation such as machine-learning and AI where NHSX hasbeen a strong advocate and stimulator of innovation.”

Sam Shah, Chief Medical StrategyOfficer and Silver Buccaneer, also shared hishopes for what the change could mean. “There have been times when it has beendifficult to understand what strategy NHSX was delivering against and where thedelineation of responsibility was between the various organisations. During thepandemic NHS Digital demonstrated their capability and ability to respondsensitively. I hope this change means a new approach to addressing a wide rangeof digital needs across the health system and a more inclusive approach todigital health leadership. It may also help offer clarity on responsibility forareas such as innovation, which can sometimes be confused between the otherAHSNs and NHSX,” he said.

Focusing on the potentialbenefits, Alistair King, Partner at The Clarity Practice,highlighted: “It seems the concerns are less about the ‘rationale’ but morecentred around the timing and the operational impact it could cause.

“Both NHSX and NHSD have played keyroles throughout this pandemic, from enabling the government to make data-leddecisions through to building patient-centred applications to help navigateservices and manage vaccination certifications.

“Combining these authorities shouldhelp streamline processes for critical programmes and provide clear lines ofgovernance enabling service providers to deliver their strategies. I alsoexpect these changes will aide the vendor and supplier community, bringingclarity to the blurred lines of who best to consult and engage with.”

“Does anyone believe that standalone ormerged, NHS Digital and NHSX would achieve anything?,” questioned BrendanDunphy, CEO at C-BIA Consulting Ltd. “Right or wrong, the NHS is a verydecentralised organisation and though there is a role for central bodies theyshould be clearly focused on helping to solve the very real digital challengesfaced by trusts, especially those too small to manage on their own.

“This means ditching the policy…andbuilding teams of seasoned practitioners willing to get their hands dirty, workdirectly with trust management and local IT and their vendors to accelerateprojects, capture and re-use what works across the NHS to accelerate take-up.By all means keep a slimmed-down centralised policy unit but use the savings tostart a shared digital resource focused on action and working with a handful ofneedy trusts to build re-usable assets and credibility. Fewer words and papers,more action and digital results.”

Dr Owain Rhys Hughes, founder and CEOof Cinapsis, also added: “As someone who spends alot of time working closely with all three NHS bodies on digital transformationprojects, news of their unification is very welcome. Currently, the lines ofresponsibility and chains of command within these organisations are blurred.This can lead to inefficiencies, breakdowns in communication and projectdelays. It can be frustrating for external tech partners to launch their solutionswhere they’re needed owing to a triple-layered barrier with no defined meansfor navigation.

“Therefore, bringing NHSX, NHS Englandand NHS Digital together under one umbrella and one leadership structure is atimely and savvy decision. When the merger is complete, I anticipate that itwill become easier for NHS organisations to access support, bid for funding,and launch innovative projects and partnerships.”

“The way forward is embracing themerger”

Offering a crucial patient-centredperspective, Dr Ruby Bhat OBE – Public Contributor, explainedto HTN that, “Change is always difficult for the workforce and organisationsand I feel we should not take this as a negative move. Having all theimportant organisations under one umbrella will avoid duplication, [provide]better communication, better decision making, [be] cost efficient and avoidorganisations working in silo, which is such a problem for patient and carersat the moment.

“The merger will allow patients andcarers to benefit from better decision making which will empower us totake better control of our healthcare. It will allow more improvement at afaster rate, which will ultimately have a greater impact on patients, carersand the NHS for the future.

“The way forward is embracing the mergerand I feel that this is a great opportunity for all those involved, especiallyin light of the recent pandemic. Having digital, operational andimprovement skills working together will definitely make our NHS moreefficient. All that expertise under one roof – wow!”

Jenny Camaradou, Knowledge Exchange and PatientExpert, also focused on what these mootedchanges may mean for patients: “For any true transformational change ininnovative digital healthcare services, patients need to be listened to asequal stakeholders, in a way that has meaningful results for them. The mergerof NHSE, NHSX, NHSD, coupled with technology can enable this to occur quickerthrough usage of data driven analytics, incorporating patient preferences andfostering shared decision making, but there also needs to be a better way ofmeasuring the effectiveness of patient engagement in a way that can bothsupport diversity, reduce health inequity but also provide adequate return ofinvestment for both pharmaceutical companies, funders, healthcare professionalsand government.”

Chris Barker, CEO, Spirit Health Group,added: “The merger of NHSX, NHSD and potentially HEE into NHS E/I has to beseen as a positive move in sustaining the changes that have been made duringthe pandemic through digital innovation. Appropriately utilising technology todeliver proactive health and social care needs to be an integral part of‘normal’ NHS care and not seen as something additional or separate.

“Alignment of organisations should helpwith this – especially HEE as a key component of this work is ensuring that allNHS staff are equipped with the digital skills to ensure all patients canbenefit from this opportunity. The challenge as always is timing andensuring that the transition is as smooth as it can be for all the peopleinvolved and retaining talented people and minimising disruption to ongoingwork streams.”

“We hope that the talent is not lost”

Among industry suppliers, many of thecomments we received, indicated that the plans for NHSX and NHSD were warmlywelcomed. While others raised issues and questions that they felt also neededto be taken into account. Another common theme that cropped up was a hope thattech talent would not be lost during the merger…

“We welcome the review of NHS ITorganisations by Laura Wade-Gery and its key recommendation that NHS Englandand Improvement take over responsibility for digital and data within the widertransformation agenda for the national health system,” said Ian Carr,Head of Health Systems at Silvercloud Health.

“We believe it is important torecognise the positive contribution of the NHS Digital and more recently theNHSX teams in driving the digital transformation agenda of the NHS and we hopethat the progress achieved thus far and the focus does not lose momentum withthe transition to a single and much larger NHSE&I organisation as recentlyannounced by Amanda Prichard, NHSE&I CEO. We hope that by implementing thecore recommendations of the Wade-Grey review that we are now a step closer torealising the key goal of for all stakeholders of a digitally enabled nationalhealth system that makes use of modern technology and data sharing to createjoined up services to support all citizens and improve outcomes.”

David Hancock, Healthcare ExecutiveAdvisor, InterSystems, shared: “The merger could deliverpositive outcomes but there are issues that need to be addressed to set the newentity up for success. First, we need to ensure the skills, experience andexpertise built up by these organisations are preserved. An important,short-term priority needs to be clearly defining roles and responsibilities andcommunicating those broadly. This will avoid uncertainty over missions, achallenge for NHSD and NHSX, and help establish patient trust.

“The merged entity needs to urgentlyprepare for the creation of Integrated Care Systems and determine what supportis needed from an IT operational perspective and encourage collaboration.Additionally, there’s a need for clarity on intentions concerning building newdigital capabilities in-house versus buying solutions. Is the NHS also going toconsider buying and not just building central systems? Buying can have manyadvantages and there are examples where building has perhaps not delivered thebest results.”

Meanwhile, at DrDoctor, CEO TomWhicher’s thoughts on the merger were: “What an extremely positivestep in truly integrating digital care rather than having a fundamentalfunction operating solo. As some of the top talent that created NHS Digital andNHS X was sought from within NHS trusts, we hope that the talent is not lostduring the merger.

“We also hope that the great work NHSXhas done to create a more open platform for suppliers to deliver innovation atpace is not impacted at a time when the NHS needs it most to tackle the growingbacklog at scale. We must remember that patients and healthcare staff are oftennot aware of the difference or even existence of NHSD and X. They just want tohave the right digital tools to improve care. We cannot let this merger reverseor slow the high levels of digital adoption we have seen in the past 18 monthsbut instead use it as a catalyst for more change.”

From Novartis UK, we heardfrom Rob Hastings, Medical Director, Research and Life Sciences,who mentioned, “We welcome the rationale for the integration of NHS Digital andNHSX within NHSE to provide a unified approach to ensure digital and databecome a core part of healthcare and population health. This has the potentialto deliver improved outcomes, more efficient use of resources includingworkforce, reduce inequalities, and facilitate more patient centred care.”

Melissa Morris, Founder of Lantum,added: “The announcement of the incorporation of NHS Digital and NHSX into NHSEngland is important, and has the potential to drive significant digitaltransformation across the NHS in a more joined up and cost effective way. Byunifying their digital teams, the NHS will be able to move forward with oneapproach to digital transformation, with less fragmentation and duplication.”

While, according to Dr DanBunstone, NHS GP and Chief Medical Officer at Push Doctor, “Thisintegration will allow for greater alignment across the healthcare system,enabling these once siloed teams to come together in pursuit of a commonvision.

“To create a sustainable future forprimary care specifically, NHSE/I must ensure that digital strategy is kept atthe forefront. If executed successfully, these reforms will not only accelerateprogression, building on the transformation seen in primary care over the last18 months in the form of remote work and digital consultation, but will alsosupport the recovery of GP services, as well as improvements inpatient access and the working conditions of NHS practice staffwho worked so tirelessly during the COVID-19 pandemic.”

Over at Civica, ExecutiveDirector for Health & Care, Steve Brain, said: “From reliable,real-time patient data at the click of a button, to paperless meal ordering inhospitals, we’re already seeing the positive impact of digital technologiesright across our health and care services. But digital transformation ofhealthcare is not about solving individual challenges; it’s a wider journeytowards a future where our health & care services are better, smarter, saferand more responsive to the changing needs of patients and the wider community.The Health Secretary’s commitment to put ‘digital transformation at the heartof the NHS’ signals a strong commitment to that journey of transformation.”

Juliet Bauer, Managing Director, Livi, said:“The pandemic has proven that digital healthcare is central to the future ofthe NHS and will play a crucial role in how we scale services efficiently andimprove access for patients. This coming together is an opportunity to build onthe successes of NHSD and X by reuniting digital with core commissioningfunctions, putting the patient at the centre of how healthcare services aredesigned”.

“Placing the Digital directorate underthe NHSE umbrella is a signal of firm commitment to digital first. By bringingNHSX/D into the fold, the NHS has recognised that to build back better, it mustplace Digital, Data and Technology at the heart of its transformationstrategy,” said Brian Painting, UKCloud Client Director.

“We are cautiously optimistic about thesuggested merger”, shared Michelle Lea, CEO of Deontics,while Erkan Akyuz, CEO of Lyniate, noted that, “Now more than everis the time to tightly align and focus to realise the improved outcomes thatcome from digitizing healthcare delivery.”

While, Vijay Magon, ManagingDirector at CCube Solutions, concluded: “The recently announced mergerbetween NHSX and NHS Digital is great news for the NHS. This will go a long wayto improve care, centralise and coordinate NHS objectives, and accelerateservice digitisation which is seen as key to transforming the NHS to tackle,not just the short term issues like the backlog, but also deliver the Long TermPlan announced a while back. A centralised and co-ordinated NHS will be a lotmore cost effective and be able to deliver its goals.”