Category: In the News

HealthTrust Europe, a trusted procurement and supply chain partner for the public and private sectors, is delighted to announce that Jo Gibbs has officially joined the organisation as Vice President of Sales & Marketing.

Jo will lead our Sales and Marketing function, driving strategy to strengthen customer relationships and deliver innovative solutions that support operational efficiencies and cost savings across the healthcare and non-healthcare sectors.

Jo brings a wealth of experience from the med-tech industry, having spent 15 years at Johnson & Johnson where she progressed through senior roles including Business Unit Director and Strategy & Market Development Director.

Her background includes launching and scaling business units, driving innovation and growth across markets, forging and managing strategic partnerships, and working at the intersection of regulatory, commercial and operational excellence.

Commenting on joining HealthTrust Europe, Jo said:

“I’m delighted to be part of HealthTrust Europe’s journey, and to lead the sales and marketing function at such and exciting time for the organisation. My experience in MedTech has taught me the importance of aligning purpose with performance and building trusted relationships to deliver solutions that make a difference. I am passionate about leading with integrity, fostering innovation and creating strategies that deliver real value for our customers and partners. I am especially looking forward to working with a talented team to strengthen relationships, drive commercial growth and continue delivering exceptional service across the sectors we serve.”

Gary Welch, Chief Executive Officer at HealthTrust Europe, added:

“Jo brings a wealth of experience and a proven track record in sales and marketing leadership. Her expertise will be instrumental in helping us deliver innovative solutions and value to our customers. We are excited to welcome Jo to the team and look forward to the positive impact she will make across the organisation.”

Located in Birmingham, HealthTrust Europe has an enviable track record of delivering leading procurement solutions for the public sector and is a Trusted Procurement Partner to over 1,000 organisations. Working with over 2,500 suppliers, the company empowers public sector organisations to achieve operational efficiencies and cost savings, access innovative technologies, and strengthen the performance of their services.

For further information contact Marketing@htepg.com or call 0845 887 5000.

Discover what the NHS Medium-Term Planning Framework (2026-29) means for suppliers, longer contracts, digital-first delivery and true partnership models that reward agility and impact.

The NHS is changing how it buys, builds and partners. Suppliers who align early bringing flexibility, data capability and a long-term mindset, will lead the next wave of transformation.

The NHS’s Medium-Term Planning Framework (2026-29) marks a turning point for the supplier community.

For years, most relationships were transactional with short-term contracts, reactive renewals and price driven decisions. That era is ending.

Over the next three years, the NHS wants transformation partners. Suppliers who can evolve with it, share accountability and help shape delivery across systems and regions.

Here’s What That Means in Real Terms:

1. Multi-year contracts are the new normal.

Frameworks are stretching three to five years. The NHS is looking for suppliers who can stay the course, not just deliver and disappear.

2. Digital is the baseline, not the bonus.

Every service must have a digital or data edge. Interoperability, analytics or automation that supports smarter decision making.

3. Value means productivity + outcomes.

It’s not about being cheapest. It’s about helping the NHS do more with less and improving patient outcomes.

4. Community health is where growth happens.

The shift to neighbourhood and preventative care opens new opportunities remote in monitoring, telehealth and diagnostics closer to home.

5. Contracts will flex.

Expect variable payments tied to performance and shared risk/reward. Suppliers will need to prove outcomes, not just outputs.

6. Scale and adaptability win.

Whether you’re a national player or niche specialist, the ability to integrate quickly and scale regionally will be key.

7. Engage early.

Don’t wait for the tender notice. Systems are already shaping plans for 2026-29. Be part of the conversation before procurement formally begins.

How the Best Practice Summary Model Looks:

What HealthTrust Europe Looks For:

• A clear multi-year delivery roadmap
• Proven digital and data credentials
• A collaborative approach to solution design
• Built-in flexibility and transparent value models
• Strong governance on data, sustainability and outcomes

In a Nutshell:

The NHS wants long term transformation partners, not one-year vendors. The next three years will reward readiness, agility and real partnership. If you can show up early, adapt fast and deliver measurable change, you’ll stand out.

At HealthTrust Europe, we’re evolving our frameworks to make that possible. Connecting suppliers & systems who are ready to build the future, together.

Explore how NHS procurement leaders can adapt to the new Medium-Term Planning Framework (2026-29). From annual contracts to long-term partnerships that deliver transformation & performance.

The NHS Medium-Term Planning Framework is reshaping how the system plans, spends and delivers. For procurement leaders, it’s an opportunity to think bigger and to move from transaction to transformation.

If you work in NHS procurement, the new Medium-Term Planning Framework (2026–29) isn’t just another policy document, it’s your roadmap for the next three years.

For too long, we’ve been caught in annual contracting cycles. Reacting to budgets, responding to pressures and renewing what already exists. This framework finally gives the NHS space to breathe and to plan ahead, align strategy with spend and build partnerships that last.

It’s more than operational reform, it’s a shift in mindset.

Multi-year planning means procurement can drive system outcomes, not just savings. Here’s what that looks like in practice:

Key Shifts to Watch:

1. Think long-term, not one-year.

Multi-year funding allows procurement to align contracts with transformation goals. Move from ‘what can we afford this year?’ to ‘what delivers real impact over three?’.

2. Buy for prevention and digital-first delivery.

Growth is happening in community care, prevention & digital services. Build those into your category plans early.

3. Balance recovery & reform.

Procurement has to deliver short-term performance improvements and enable long-term change. Contracts should reward both efficiency and innovation.

4. Map the new decision makers.

Influence is shifting toward ICB’s, regions, and neighbourhood teams. Build relationships where future decisions will actually be made.

5. Look for supplier partnerships, not transactions.

Frameworks are evolving into long-term collaborations. Value flexibility, innovation and shared outcomes, not just lowest price.

6. Build in governance and resilience.

As autonomy grows, so does risk. Procurement must champion data security, interoperability & financial discipline at every stage.

Your Clear Roadmap:

Five Questions to Ask Your Suppliers Now:

1. Can you commit to a 3-5 year roadmap, not just a 12-month plan?
2. How do you help us digitise, analyse and adapt faster?
3. What measurable productivity gains can you prove?
4. Can your contract flex as the system evolves?
5. How do you enable prevention, not just service delivery?

How the Best Practice Model Looks:

In short, the MTPF gives us breathing space but also raises the bar. Procurement needs to be bolder, earlier and more strategic. The future isn’t about running tenders faster, it’s about shaping how the NHS collaborates with its partners for the long term.

The UK government’s recently announced immigration changes, set to take effect from 22 July 2025, represent one of the most significant shifts in skilled worker policy in recent memory. With sweeping alterations to skills thresholds, salary levels, and eligibility criteria, health and care organisations face new operational pressures, particularly those reliant on international recruitment.

At HealthTrust Europe (HTE), we recognise the profound impact these changes will have on the NHS, social care providers, and wider health sector partners. As a leading procurement and workforce solutions partner to the UK public sector, we are committed to equipping our partners with the clarity, tools, and strategies needed to adapt.

A Shift Toward Higher Skilled, Domestic Recruitment

The new rules raise the Skilled Worker Visa threshold from RQF level 3 (A-level equivalent) to RQF level 6 (graduate level), effectively removing 112 previously eligible occupations. This change, combined with the closure of the Social Care Worker Visa route for new applicants, will significantly narrow the scope for overseas recruitment in key frontline roles.

From July, only time-limited recruitment into below degree roles (RQF 3–5) will be allowed via the Immigration Salary List (ISL) or Temporary Shortage List (TSL), and even then, with restrictions such as no dependants. For employers, this means a substantial acceleration in building sustainable, domestic workforce pipelines.

 

Facing the Workforce Challenge Head-On

While most Health and Care Visa holders paid according to national pay scales remain unaffected (salary thresholds still at £25,000), the broader context is clear: immigration is tightening. Roles such as care workers and senior care workers, once a lifeline for care providers facing critical shortages, will no longer be open to new overseas applicants.

With a transition period until 2028, employers must now prepare not only for immediate operational continuity but for a long-term workforce model that is less reliant on international recruitment for entry-level roles.

 

What Should Providers Be Doing Now?

HTE’s Total HR Solutions team is actively supporting organisations in navigating these upcoming immigration reforms. To ensure readiness and resilience, we recommend the following strategic actions:

1. Conducting Workforce Impact Assessments
   Identify which current employees may be impacted by changes to visa eligibility or salary thresholds. Employers should communicate early and clearly to support staff and manage retention risks.
2. Accelerating Certificate of Sponsorship (CoS) Applications
   If your organisation is planning to hire or renew skilled worker visas, submit CoS before 22 July so candidates can be assessed under current rules. CoS are valid for three months, offering a crucial window.
3. Reassessing Recruitment and Retention Strategies
   With many RQF 3 to 5 roles being phased out of sponsorship, employers must strengthen their domestic pipelines. This includes expanding outreach, investing in training, and leveraging local partnerships.
4. Reviewing Occupation Codes and Compliance
   Understand which roles remain eligible via the ISL or TSL and the restrictions that apply. Some roles (e.g., nursing auxiliaries) are now further defined to prevent misuse, requiring close attention to job descriptions and duties.

 

Building Workforce Resilience Through Strategic Partnerships

These immigration reforms mark a strategic pivot by government, one that prioritises high-skilled migration and places the onus on UK-based talent development. While challenging, this change also presents a vital opportunity for transformation.

At HTE, we believe that strategic workforce planning, supported by data, technology, and trusted partnerships, is the key to resilience. Our Total HR Solutions are designed to help public sector organisations navigate regulatory complexity, source talent ethically and efficiently, and build long-term capacity.

As the Migration Advisory Committee (MAC) continues to review eligible roles, we will keep you updated.

For more information on how HTE can help your organisation navigate these changes, contact THRS@htepg.com.

The UK Government’s newly launched NHS 10-Year Health Plan sets out a bold and comprehensive roadmap for transforming health and care services across England. With sweeping reforms across finance, performance, technology, workforce, innovation, and care quality, the plan has significant implications for NHS procurement professionals.

Here are the key elements and what they could mean for NHS procurement teams:

1.Financial Reform and Budget Discipline

Deficit support funding will be removed from 2026, requiring all NHS bodies to meet operational planning targets without exception.

Budgets may be legally capped, similar to local councils, if financial discipline is not restored.

Mandatory 3% annual budget carve-out for service transformation will become standard.

Tariff pricing will shift from average cost models to best clinical practice benchmarks.

Implications for Procurement:

• Procurement teams will need to support more strategic, value-based purchasing decisions.
• There will be increased scrutiny on cost-effectiveness and alignment with transformation goals.
• Contracting will need to reflect new tariff structures and prioritise outcomes over inputs.

2.Shift to Community and Neighbourhood Care

A “decisive shift” in investment from hospitals to community care is planned over the next decade.

Neighbourhood health centres will be rolled out nationally, starting with public sector capital and potentially expanding via public-private partnerships.

Outpatient care will be restructured, with most services delivered outside hospitals by 2035.

Implications for Procurement:

• Procurement professionals will need to support the commissioning of services and infrastructure for neighbourhood health centres.
• This includes sourcing community-based providers, digital platforms, and integrated care solutions.

3.Organisational and Structural Changes

All NHS providers are expected to become Foundation Trusts (FTs) by 2035.

High-performing FTs may evolve into Integrated Health Organisations (IHOs), managing entire health budgets for defined populations.

Capital approval processes will be streamlined, with greater flexibility in multi-year planning.

Implications for Procurement:

• Procurement teams will need to adapt to new governance models and support IHOs with integrated procurement strategies.
• There will be opportunities to consolidate contracts and align procurement with population health outcomes.

4.Workforce and Quality Standards

A new 10-Year Workforce Plan will be published later this year.

Minimum employment standards will be introduced in April 2026.

The National Quality Board will be reformed, and new service frameworks will be developed for priority areas such as cardiovascular disease and dementia.

Implications for Procurement:

• Procurement will play a role in sourcing workforce-related services, training platforms, and quality improvement tools.
• Contracts will need to reflect new employment standards and support continuous quality monitoring.

5.Technology and Data Integration

The NHS App will become the “full front door” to the NHS by 2028.

A single patient record (SPR) will be legislated, with data contributions from validated wearables.

Ambient voice technology will be introduced in hospitals and GP practices.

Implications for Procurement:

• Procurement professionals will need to engage with digital health suppliers, manage interoperability requirements, and ensure compliance with data governance standards.
• Value-based procurement for digital tools will become a priority.

6.Innovation and Industry Partnerships

Regional Health Innovation Zones will be established to foster radical innovation.

A new innovation passport and value-based procurement guidance for devices and digital products will be introduced.

The NHS will seek genuine partnerships with industry, moving beyond transactional relationships.

Implications for Procurement:

• Procurement teams will need to support agile sourcing models, pilot new technologies, and collaborate closely with suppliers to co-develop solutions.
• Frameworks must be flexible enough to accommodate rapid innovation cycles.

Conclusion

The NHS 10-Year Health Plan represents a fundamental shift in how health services are funded, delivered, and evaluated.

For NHS procurement professionals, it calls for a more strategic, integrated, and outcomes-focused approach.

Staying informed and agile will be key to navigating these changes and ensuring procurement continues to deliver value across the system.

Backed by HealthTrust Europe, ProTrust Global (PTG) unveils a rebrand and expanded category offering designed to help private-sector partners streamline procurement and reduce costs.

Right product, Right place, Right price, Right now.

ProTrust Global (PTG), a trusted procurement partner backed by HealthTrust Europe, today announced its official rebrand and the launch of a significantly expanded service offering. The transformation reflects PTG’s strategic growth and commitment to delivering smarter, more efficient procurement solutions to private-sector organisations.

The new brand identity, accompanied by a refreshed website, marks a pivotal step in PTG’s evolution. With a bold new look and enhanced digital presence, PTG is better positioned to support members with innovative tools and tailored services.

Key highlights of the launch include:

• Expanded Procurement Categories – PTG now offers access to a broader range of procurement categories, including chemicals, technology, and packaging, enabling members to consolidate suppliers and drive greater value.
• Custom Sourcing Services – Members can now benefit from bespoke sourcing solutions, including e-auctions, to secure the best value and streamline procurement processes.
• Unified Hub Launch – PTG introduces a centralised digital platform for contract access and spend management, empowering members with real-time insights and control over their procurement activities.
• Member Engagement Opportunities – PTG invites members to participate in online review meetings, offering immediate opportunities to explore new services and provide feedback. Book now!

“This rebrand is more than a new name and logo—it’s a reflection of our commitment to innovation, efficiency, and partnership,” said a PTG spokesperson. “We’re excited to offer our members even more value through expanded services and smarter procurement tools.”

For more information, visit www.protrustglobal.com or contact customercare@protrustglobal.com | 0845 887 4950 | Request Appointment

HealthTrust Europe is delighted to announce the continuation of its corporate partnership with the Health Care Supply Association (HCSA) as they enter their third year of collaboration. This partnership underscores HealthTrust Europe’s commitment to supporting the healthcare supply chain community and fostering innovation and excellence in procurement practices.

Strengthening Healthcare Supply Chains

HealthTrust Europe has worked closely with HCSA to support its members in optimising processes and enhancing efficiency. This collaboration has been instrumental in driving significant advancements in procurement processes, ultimately benefiting healthcare providers and the patients they serve.

“We are thrilled to continue our partnership with HCSA,” said Gary Welch, Chief Executive Officer at HealthTrust Europe. “Our collaboration so far has supported healthcare providers in making significant advancements in healthcare, and we look forward to furthering our shared goals in the coming year.”

Our Solutions

Over the past two years, HealthTrust Europe has introduced several solutions aimed at improving supply chain efficiency and patient care outcomes which can benefit HCSA Members. These include:

• Portfolio Performance Services: Launching comprehensive services to optimise portfolio performance and drive value for healthcare organisations.
• Customer Sourcing and e-Auction: Introducing innovative customer sourcing solutions and Dynamic Pricing Events via eAuction to streamline procurement processes and reduce costs.
• Frameworks to Support Healthcare Delivery: Implementing a number of frameworks designed to support efficient and effective healthcare delivery.

Looking Ahead 

As HealthTrust Europe embarks on its third year as an HCSA Corporate Partner, both organisations are excited about the opportunities ahead to drive positive change in the healthcare sector. HealthTrust Europe remains committed to its mission of improving healthcare in the communities it serves through strengthening provider performance and clinical excellence.

Gary Welch added: “HealthTrust Europe’s core mission is to improve healthcare in the communities we serve through strengthening provider performance and clinical excellence. We work as a Trusted Procurement Partner with healthcare associations and providers to build strong relationships founded on shared goals and mutual understanding. HCSA promotes the work of procurement and supply chain staff at all levels in healthcare, and as a Corporate Partner of HCSA, we look forward to continuing to work together and collaborating with HCSA Members to drive positive patient outcomes and further enhance the high quality of care delivered across the UK.”

 

The Procurement Act 2023 marks a significant overhaul of the UK’s public procurement system, aiming to make the process simpler, more transparent, and better aligned with the country’s economic, social, and environmental goals. This article explores the key points of the National Procurement Policy Statement (NPPS) in relation to the new Act and its impact on the public education sector, including higher education institutions, schools, and colleges. Additionally, we will discuss how HealthTrust Europe supports this sector in complying with the new legislation and the co-existing Public Contracts Regulations 2015 (PCR2015).

 

Key Points of the National Procurement Policy Statement (NPPS)

1.Economic Growth:

• • Support for SMEs and Social Enterprises: The NPPS emphasises maximising procurement spend with small and medium-sized enterprises (SMEs) and voluntary, community, and social enterprises (VCSEs) to drive local economic growth and create high-quality jobs.
  • Innovation: Encourages early market engagement and the adoption of innovative solutions to improve public sector performance and support UK companies.

 

2.Environmental Sustainability:

• • Net Zero and Green Technologies: Procurement processes will prioritise reducing greenhouse gas emissions, minimising waste, and promoting the use of green technologies to support the UK’s net zero targets.
  • Environmental Standards: Suppliers are expected to adhere to high environmental standards, protecting natural habitats and biodiversity.

 

3.Social Value:

• • Community Cohesion and Employment: Procurement will support organisations that strengthen community cohesion and provide employment opportunities for underrepresented groups.
  • Skills Development: Focus on addressing skills gaps and facilitating access to training and development opportunities.

 

4.Value for Money:

• • Efficiency and Effectiveness: Contracting authorities must ensure procurement processes deliver value for money by balancing effectiveness, efficiency, and economy over the lifecycle of products and services.
  • Transparency: The Act enhances transparency in public procurement, allowing better visibility of contract performance and fostering competition.

 

5.Capability and Standards:

• • Commercial Capability: Emphasis on building the right commercial capability within contracting authorities to manage contracts effectively and collaborate for best value.
  • Ethical Conduct: Suppliers must demonstrate integrity, ethical conduct, and compliance with legal obligations, including tackling bribery, corruption, and modern slavery.

 

Impact on the Public Education Sector

The Procurement Act 2023 introduces several changes that will significantly impact the public education sector, including higher education institutions, schools, and colleges.

 

1.Simplified Procurement Processes:

• • The Act consolidates various procurement regimes into a single framework, making the process simpler and more efficient for educational institutions. This will reduce administrative burdens and allow schools and colleges to focus more on their core educational missions.

 

2.Enhanced Transparency and Accountability:

• • Educational institutions will need to comply with new reporting and notification requirements, ensuring greater transparency in procurement activities. This includes publishing notices on contract awards, changes, and performance.

 

3.Support for SMEs and Innovation:

• • By prioritising procurement spend with SMEs and encouraging innovation, the Act aims to create more opportunities for small businesses and innovative solutions in the education sector. This can lead to improved educational resources and services.

 

4.Focus on Social Value and Sustainability:

• • The Act emphasises the importance of delivering social and economic value, which includes supporting community cohesion and providing employment opportunities for underrepresented groups. Educational institutions will need to consider these factors in their procurement decisions.

 

5.Building Commercial Capability:

• • The Act highlights the need for contracting authorities to have the right commercial capability and standards in place. This means that educational institutions will need to invest in training and development to ensure their procurement teams are equipped to manage contracts effectively.

 

HealthTrust Europe’s Role in Assisting the Education Sector

HealthTrust Europe (HTE) plays a crucial role in helping the public education sector comply with the new Procurement Act 2023 and the co-existing PCR2015. Here’s how HTE supports educational institutions:

 

1.Framework Agreements:

• • HTE offers a wide range of free-to-access compliant framework agreements that simplify the procurement process for educational institutions. These frameworks provide access to pre-approved suppliers, ensuring compliance with legal requirements and saving time and resources. Our teams work as an extension of your procurement team, providing free resource to undertake competitive procedures, ensuring you can deliver more with less.

 

2.Compliance and Ethical Standards:

• • HTE ensures that all suppliers meet the highest standards for quality, sustainability, and compliance with UK procurement laws, including the Procurement Act 2023 and PCR2015. This gives educational institutions confidence in the continuity and integrity of their supply chains.

 

3.Skills and Guidance:

• • HTE assists your procurement team to enhance their commercial capability within educational institutions. This includes undertaking competitive procedures and providing guidance on the new flexibilities introduced by the Procurement Act 2023 and contract management skills.

 

4.Support for SMEs and Innovation:

• • By leveraging its partnerships with SMEs and VCSEs, HTE aligns with the NPPS’s focus on driving economic growth and creating high-quality jobs. HTE also practices and encourages early market engagement to support innovative solutions.

 

5.Focus on Social Value and Sustainability:

• • HTE helps educational institutions prioritise suppliers committed to reducing environmental impact and delivering social value. This aligns with the Government’s net zero and sustainability goals.

 

In conclusion, the Procurement Act 2023 brings significant changes to the public procurement landscape, impacting the education sector by simplifying processes, enhancing transparency, and emphasising social value and sustainability.

HealthTrust Europe supports educational institutions in navigating these changes, ensuring compliance with the new legislation and the existing PCR2015, and contributing to broader governmental goals.

In today’s rapidly evolving healthcare landscape, interoperability has become a critical component for delivering high-quality, patient-centred care. Interoperability refers to the ability of different healthcare systems, devices, and applications to access, exchange, and use health information seamlessly and securely. This capability is essential for optimising health outcomes, enhancing patient safety, and improving the overall efficiency of healthcare delivery.

The Importance of Interoperability

Interoperability in healthcare enables clinicians to deliver safe and effective care by providing timely access to comprehensive patient information. It allows healthcare providers to coordinate care more effectively, reducing the risk of medical errors and ensuring that patients receive the right treatment at the right time. Additionally, interoperability empowers patients and caregivers by giving them access to their electronic health information, enabling them to make informed decisions about their care.

Key Components of Interoperability

1. Standards and Technology: The foundation of interoperability lies in the adoption of standardised data formats and communication protocols. The NHS Digital Interoperability Toolkit provides guidelines and standards to ensure that healthcare systems can interact effectively. The toolkit supports the alignment with NHS Digital interoperability requirements, ensuring that solutions are designed to meet the unique needs of the NHS. Additionally, the UK GDPR (General Data Protection Regulation) plays a crucial role in governing the processing and sharing of personal health data, ensuring compliance with data protection standards.
2. Policy and Governance in the UK: Effective interoperability in the UK requires a robust policy framework and governance structure. The NHS Digital Interoperability Toolkit provides guidelines and standards to ensure that healthcare systems can interact effectively. The toolkit supports the alignment with NHS Digital interoperability requirements, ensuring that solutions are designed to meet the unique needs of the NHS. Additionally, the UK GDPR (General Data Protection Regulation) plays a crucial role in governing the processing and sharing of personal health data, ensuring compliance with data protection standards.
3. Investments and Initiatives: Advancing interoperability involves significant investments in technology and infrastructure. Programmes like LEAP in Health IT tackle emerging challenges and develop new standards, methods, and tools to improve care delivery and research capabilities. These initiatives support the creation of a more connected and efficient healthcare ecosystem.

Benefits of Interoperability

Interoperability offers numerous benefits that significantly enhance the healthcare system:

1. Improved Patient Safety: By providing healthcare providers with access to comprehensive patient information, interoperability reduces the risk of medical errors and ensures that patients receive the right treatment at the right time. This leads to better patient outcomes and increased safety.
2. Enhanced Care Coordination: Interoperability enables seamless communication and data exchange between different healthcare providers, facilitating better care coordination. This is particularly important for patients with chronic conditions who require care from multiple specialists.
3. Increased Efficiency: Interoperability streamlines administrative processes and reduces the need for manual data entry, leading to increased efficiency and reduced operational costs. Healthcare providers can focus more on patient care rather than paperwork.
4. Empowered Patients: Interoperability gives patients and caregivers access to their electronic health information, enabling them to make informed decisions about their care. This promotes patient engagement and self-management of health conditions.
5. Support for Public Health Initiatives: Interoperability facilitates the collection and analysis of health data, supporting public health initiatives such as disease surveillance, health equity, and emergency response. Comprehensive and timely data is essential for addressing public health challenges effectively.
6. Innovation and Research: By enabling seamless data exchange, interoperability drives innovation and supports research efforts. Researchers can access a wealth of health data to develop new treatments, improve care delivery, and advance medical knowledge.
7. Cost Savings: Interoperability reduces duplication of services and unnecessary tests, leading to significant cost savings for healthcare providers and patients. It also minimises the administrative burden associated with managing health information.

HealthTrust Europe ICT Solutions 3 Framework

The HealthTrust Europe ICT team plays a pivotal supplier agnostic role in supporting buyers from sourcing to accessing suppliers and providing free resources to run mini competitions via the ICT Solutions 3 framework. This framework is designed to deliver comprehensive ICT solutions that fulfil the diverse requirements of healthcare organisations.

HealthTrust Europe collaborates with industry-leading suppliers for the ICT Framework Agreement, which provides a single point of access to any and every solution in the IT world. These suppliers adhere to specific standards and possess accreditations that signify compliance with best practices in the Information Communication Technology industry. This includes areas such as information security management, software provision, disaster recovery, data protection, quality, risk management, environmental protection, and compliance.

The ICT Solutions 3 framework offers a single point of access and accountability when procuring solutions. It provides access to a range of purchase options and value-added benefits, including storage and logistics, configuration, finance, Device as a Service (DaaS), and leasing. This enables participating members to update their ICT estate in a way that best meets their individual needs or the needs of their overarching organisation.

HealthTrust Europe also offers an ICT Buy Desk, which helps buyers purchase off-the-shelf or bespoke hardware, software, and services at significant discounts through aggregated purchasing power. The Buy Desk uses a blend of traditional online catalogues with pre-negotiated pricing, tendering methodologies, and e-auctions to deliver demonstrable cost savings and operational efficiencies.

Challenges and Opportunities

While the benefits of interoperability are clear, achieving it is not without challenges. Information blocking, where healthcare actors interfere with the access, exchange, or use of electronic health information, remains a significant barrier. Addressing these challenges requires collaboration across the healthcare industry, including policymakers, technology developers, and healthcare providers.

Despite these challenges, the opportunities presented by interoperability are immense. By enabling seamless data exchange, interoperability can drive innovation, improve patient outcomes, and reduce healthcare costs. It also supports public health initiatives, such as health equity and emergency response, by providing comprehensive and timely data.

Conclusion

Interoperability is a cornerstone of modern healthcare, enabling the seamless exchange of information that is vital for delivering high-quality care. As the healthcare industry continues to evolve, embracing interoperability will be essential for improving patient outcomes, enhancing care coordination, and driving innovation. By working together to overcome challenges and invest in interoperable solutions, we can create a more connected and efficient healthcare system for all.