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NOTDigital leaders HS are leaving for the private sector, frustrated by the "chaos" involved in Matt Hanbad's "technological revolution," warns a departing IT manager.
Richard Corbridge, former head of digital technologies and information at Leeds University Hospitals, describes the "criminal" situation of trying to achieve centrally imposed slogans such as "chop fax" and "purge" the pager "without dedicated funds.
Speaking for The Telegraph, he points to a brain drain of the best digital talent needed to turn the secretary of health and social affairs' flagship ambition into reality.
Improving digital innovation in health services is a central element of the organization's ten-year plan announced in January.
However, in recent months, several key private sector leaders have left the private sector, such as Juliet Bauer, head of NHS digital services in England, as well as information executives at Royal Trompton & Harefield and trusts of South London and Maudsley, as well as senior NHS executives. Digital.
The basic innovations commonly adopted by businesses, such as cloud technology or single sign-on systems, are ignored as funds are often used to "fight the current crisis," warns Corbridge.
Cloud services are considered essential to improve the cumbersome system of sharing NHS patient records, currently considered one of the main obstacles to improving the efficiency of health services.
Meanwhile, front-line doctors typically use 12 different pbadwords for different hospital systems, such as calling test results, creating newspaper jams on computers located in theaters.
While welcoming Mr. Hanbad's vision and promise of funding, Corbridge says that until information technology money is completely isolated, hospital leaders will continue to to redirect it to more "visible" concerns, such as extra beds.
"For a leader in digital health, the situation is unbearable," he writes.
"The ideas are there, the intention is there, but without money to deliver the innovation, we are stuck in a state of paralysis, unable to lighten the burden of NHS staff who continue to fight the problems caused by the aging of the population, chronic underfunding and a staff crisis that represents more than 100,000 vacancies. "
He added that campaigns to abolish the use of fax and pager had been "imposed by centralized deadlines, without consultation, additional funding or resource".
Mr. Corbridge joined the NHS 23 years ago to become Director of Innovation at Boots, while Juliet Bauer joined LIVI, Europe's largest provider of digital appointments.
A recent study by the Taxpayers Alliance, approved by Mr Hanbad, revealed that a tenth of the NHS's budget – around £ 12.5 billion – could be saved by the introduction of 'l & # 39; automation "throughout the health service.
These innovations include the use of artificial intelligence to badyze emergency calls, which some believe can help to respond more quickly to life-threatening situations, as well as the reservation process. online of a generalist.
As early as 2002, the Wanless Report indicated that NHS trusts should allocate at least 3% of their annual budget to information technology, but that most of them are currently spending close to 1%, said Mr. Corbridge.
"A plan is only a plan if funding is identified," he writes. "Without this element, it's an aspiration, a business case – as good as it is, it's not a plan."
He described leaving the public sector as "extremely sad", but said that more and more views he and colleagues with similar ideas were saying that it was easier to improve services for private sector patients.
A spokesperson for the Department of Health and Social Services said, "We are aware that the NHS is a frustrating workplace for some of our most talented technologists.
"We created NHSX to cut red tape and allow our talented technical staff to get things done. "To help with this ambition, we are simplifying the cluttered central IT bureaucracy, imposing internationally recognized standards for NHS systems, which will reduce the cost of technology, and strengthening procurement so that our IOCs can purchase the tools. that they need.
"We are at the beginning of this trip. We know that much remains to be done for patients and staff, and the NHS's long-term plan, coupled with an additional £ 33.9 billion in cash per year by 2023-24, will ensure The future of our health services. "
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