New beginnings - a summary of our journey
We’ve come to the end of our 6-month strategic service design work. This marks the start of a whole set of next steps to translate vision into change, where digital can deliver more impact.
It’s been a challenging yet fascinating, complex yet rewarding journey for the team. We wanted to use these final week notes to give a summary of the work we’ve done, where that process has led us and why what we found is so important for the future of digitally-enabled urgent and emergency care in England.
Why we did this work
The goal of our work to design a vision for better urgent and emergency care is to provide national, regional and local decision-makers with an evidence-based understanding of the problems in urgent and emergency care that could be best addressed through digital.
There were four incentives driving the need for this work:
- there’s no shortage of vision and good ideas for improvement, but decision-makers across the system need to make informed choices about priorities to focus energy and investment to deliver the most impact
- work often starts with a single service view, rather than a person-centred view of end-to-end patient experience through an urgent care episode — which often includes interaction with a range of channels and services in a short space of time
- activity in the sector often starts with the technology that needs to be built or integrated, rather than the problems that need to be solved through technology, so this is an opportunity to reframe the approach to focus on what people in the system need from technology first and foremost
- the policy is in flux and we need to anchor the future of digital urgent and emergency care against new visions such as the Long Term plan, The Future of Healthcare and NHSX prioritisation
What we did and how
FutureGov worked with NHS Digital over six months as a multidisciplinary, blended team, taking a mixed-method approach.
We undertook desk research, data analysis, and in-depth engagement with staff and patients across statutory urgent and emergency care services, to understand the as-is state of urgent and emergency care. This was complemented with service design methods such as mapping and co-design to create the target state.