As the NHS enters 2026 facing sustained pressure on capacity, finances and workforce, digital maturity is no longer about ambition. It is about execution.

Northamptonshire Integrated Care Board offers a clear example of how systems can move quickly by focusing on governance, practical use of data and building capability across the workforce. In a recent Graphnet webinar, leaders from the ICB shared how they have embedded shared care records and population health analytics to support safer care, faster planning and more proactive intervention.

This work has been recognised nationally, with Northamptonshire ICB shortlisted in the 2026 HSJ Digital Awards in two categories: 'Digital Transformation Organisation of the Year' and for 'Driving Prevention and Early Intervention through Digital'. Winners will be announced at an awards ceremony in Birmingham on 19th May 2026.

From the bottom of the rankings to system-wide momentum

Northamptonshire’s starting point was far from ideal. In 2023, the system was ranked at the bottom of national digital maturity assessments. Rather than seeing this as a constraint, the ICB treated it as a catalyst for change.

Matthew Hutton, Digital Lead at NHS Northamptonshire ICB, recalled the moment clearly:

“I remember one of the senior managers coming up to me in August of 23 saying you do realise we're bottom of the digital maturity charts HSJ magazine has just published their list, and I said, well, we won't be for long…”

Progress was driven not by scale or spend, but by focus. Northamptonshire’s digital work is delivered by a small central team operating at system level.

Governance that enables pace, not paralysis

A central theme throughout the discussion was governance. Northamptonshire has established a single, system-wide approach to data use that prioritises direct care, clinical oversight and clear decision-making.

Data flows into the shared care record and is then securely reused for population health analytics. All new use cases are reviewed through a clinical steering group, ensuring they meet direct care requirements and follow Caldicott principles.

“Everything new goes through a clinical steering group for approval. That’s what gives us the confidence to move quickly.”

This approach has allowed the system to scale access and insight without creating unnecessary friction or repeated approval processes - a critical factor for small teams working under pressure.

Measurable benefits, not abstract outcomes

The impact of Northamptonshire’s approach is already tangible. The ICB reports that its shared care record programme is on track to deliver more than £1 million in savings over its lifecycle, alongside significant productivity gains from population health analytics.

Time savings are being felt across health and local authority partners, with staff reporting meaningful reductions in manual data gathering and analysis. Access to joined-up data has also transformed statutory planning.

“It used to take us two years to complete a joint strategic needs assessment. Now it takes us six months because the data is there.”

In practice, this means better decisions are being made faster - with greater confidence.

Using population insight to support prevention

Northamptonshire is now applying its analytics capability to prevention and hospital avoidance. By combining utilisation history with risk stratification, the system can identify cohorts at higher risk of deterioration and target earlier intervention, including remote monitoring.

“We can see who is most likely to be hospitalised in the next 12 months and target support before they reach crisis point.”

This supports neighbourhood teams to focus limited capacity where it will have the greatest impact, aligning closely with NHS priorities around proactive and community-based care.

Building capability across the system

Rather than relying solely on supplier-built dashboards, Northamptonshire has invested in developing internal capability. Teams can now create and adapt analytics themselves using a drag-and-drop data model supported by clear definitions.

This is complemented by a growing focus on data skills, with apprenticeships expanding rapidly across partner organisations.

“Digital maturity isn’t just about systems - it’s about people having the skills and confidence to use data properly.”

Looking ahead to 2026

With strong local foundations in place, Northamptonshire is now focused on national alignment, including care planning and participation in national data services.

“Local has to work first - but it also has to connect nationally.”

For other ICBs planning their priorities for 2026, Northamptonshire’s experience offers a clear message: meaningful digital maturity is achievable without large teams or large budgets, provided governance is clear, relationships are strong and data is used in practical, actionable ways.