Digital Implementation, Featured, News, Workforce February 18, 2025

AI, simulation and innovation: Navigating the future of healthcare education

By Integrated Care Journal

AI and digital simulation are reshaping healthcare education, offering new opportunities for efficiency, training, and patient care. At the Council of Deans of Health’s Digital Summit 2025, experts explored the promise and challenges of AI integration, from regulatory concerns to the ethical implications of its use in clinical decision-making.

On 28th January 2025, the Council of Deans of Health’s Digital Summit 2025 welcomed 130 attendees from across leadership and academic roles within the healthcare sector, to discuss and debate the current and future direction of digital health.

Following a virtual welcome from the Chair of the Science, Innovation and Technology Committee, Chi Onwurah MP, JISC Director of AI, Michael Webb, discussed the rapidly evolving state of AI adoption within education and healthcare, and the need for regulatory and legislative frameworks to keep pace. Webb argued that we are now into the ‘early reality’ stage of AI adoption, and despite numerous teething problems, AI tools are now so embedded within many digital services that people often do not realise they are using them.

A key aspect of the government’s focus on AI has been efficiency, with the Department for Education a major early investor. The Department is currently exploring the possibility of coding the entire national curriculum, estimating that this could increase the accuracy of automated marking from 30 per cent to 90 per cent, saving teachers a substantial amount of time that could be better used elsewhere.

However, as AI moves into mature operational use, and its input into human lives and decision-making processes increases, it will be increasingly critical to reach a consensus regarding its ethical and responsible use, as well as ensuring that those tasked to use it are able to do so safely and ethically. Webb called on leaders and regulators to set clear boundaries to enable safe exploration of AI, and to create cultures that value curiosity, critical thinking, and progressive human development.

Embedding digital transformation in the future health workforce

This panel examined the need to embed digital literacy into healthcare education to create a healthcare workforce equipped to use technology effectively and meet the future needs of the NHS. Professor Natasha Phillips, Founder of Future Nurse, argued that the pace of technological innovation has outstripped that of pedagogical practice, often placing digitally native students ahead of educators in terms of digital capability. Professor Phillips called for action from regulators to address this disparity, ensuring that the future workforce is prepared to deliver digitally led healthcare.

“We need to weave digital transformation into everything we do and pay attention to people and processes; technological transformation can’t happen without people.”

Professor Natasha Phillips, Founder, Future Nurse

Stating that we stand “on the cusp of the fourth industrial revolution”, Professor Sultan Mahmud, Director of Healthcare at BT Group, made the case for a cultural shift at leadership levels to truly embed digital tools and methods. He observed that a key driver of innovation with NHS trusts is often the personal attitude and culture of those in leadership positions, which can vary substantially from person to another, arguing that “board members not knowing anything about health technology can’t be acceptable”.

(L-R) Professor Natasha Phillips, Founder, Future Nurse; Professor Sultan Mahmud, Director of Healthcare, BT Group; Ed Hughes, Chief Executive, Council of Deans of Health

“The only way is ethics”

Much time was devoted to discussions concerning AI – including the ethical implications of using AI to facilitate and deliver healthcare, alongside its use as an educational tool. Sundeep Watkins, an Education Advisor to the Chartered Society of Physiotherapy, said that AI must be there to supplement and inform, not replace, humans’ clinical and critical judgement. With AI promising to play a critical role in diagnostics, treatment, communication and education, ethical considerations must be at the core of AI’s use and embedded in the way that technology users are taught to ensure that data biases or deficits do not translate to unequal or inequitable care delivery.

“In AI datasets, critical information is often missing – and if you don’t know what’s missing, you don’t know what’s missing.”

David Game, SVP Global Product for Medical Education, Elsevier

Regulatory organisations have started to consider how they might apply the right levels of oversight to this rapidly changing environment, confirmed Jamie Hunt, Head of Education at the Health and Care Professions Council. Paul Stern, a Senior Researcher and Policy Officer at the General Osteopathic Council, reiterated the importance of regulatory oversight of AI to ensure equitable access in education. He added that regulators are now working together with a view to developing a cross-sector regulatory framework for AI’s use in education to reduce regulatory overlap.

AI and associated technologies have the potential to be ubiquitous within simulated medical education and training within the next decade, underscoring the need for effective regulation to render their use safe, effective and equitable. Professor Paula Holt MBE, a Senior Adviser for Nursing at the Nursing and Midwifery Council, explained that for nurses-in-training, 600 of the 2,300 training hours required to register can be completed through simulated training, “allowing students to practice and reflect in a safe, and psychologically safe, environment.” Students like simulated training, added Professor Holt, as they feel it offers an equitable practice environment, and can help them learn to deal with difficult, real-world situations like receiving abuse or racism, or a medical emergency.

Panel covering *The pedagogy of AI: implications for healthcare education*

Professor Sharon Weldon, Professor of Healthcare Simulation and Workforce Development at the University of Greenwich, argued that simulation could be a key tool for attracting a newer generation of healthcare professionals, saying that “fewer and fewer, especially young people, want to go into healthcare. Simulation and AI are their worlds, and we have to embrace it to attract these people.”

“AI is now being incorporated into simulated practice learning – this will change quickly, but the driving fundamentals need to be embedded.”

Professor Sharon Weldon, Professor of Healthcare Simulation and Workforce Development, University of Greenwich

Professor Weldon confirmed that in the US, simulated training has reduced the length of training programmes for private nursing students by up to one-third on some cases – something that could be key for workforce pipeline acceleration globally. Simulated training is now being mandated across all nursing training in India, but Professor Weldon argued the need to work collaboratively with industry partners to ensure that these tools truly add value to a medical education.

The final session saw of the day saw NHS England’s National Chief Nursing Information Officer, Helen Balsdon, join National Chief AHP Information Officer, Prabha Vijayakumar, for an audience Q&A. While both were optimistic that innovation will lead to great strides in predictive analytics, prevention and reducing health inequalities, both cautioned that major progress remains difficult without the fundamental basics of data infrastructure and education in place.

“Good technology is one thing, but too much of implementation focuses on the technology and not on people, and then we wonder why implementation is so poor.”

Helen Balsdon, National Chief Nursing Information Officer, NHS England

“Nurses and midwives collect the most data,” said Balsdon, “but we don’t really harness it. We know we’ve got a shortage of nurses, and we need to work differently to address this – digital can help.”

Critical to this is bringing education and practice close together – in simple terms, to ensure that new entrants into the workforce are equipped with the confidence and minimum foundational understanding needed to use technology effectively.

The overriding note from the Digital Health Summit was optimism that AI and associated technologies offer an unprecedented opportunity to transform healthcare delivery and education for all. However, there was evident caution that the pace of technological change has outstripped the ethical, regulatory and legal frameworks that govern our use of them, and there is a clear need to address this lag. To truly harness the potential AI in healthcare, and digital transformation more broadly, collaboration between educators, regulators, and industry leaders must remain a priority—ensuring that technology enhances, rather than hinders, the delivery of safe, ethical, and equitable care.

The Council of Deans of Health have released a Performance Report following the conclusion of the 2025 Digital Summit, which can be viewed here.

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The human element in digital transformation: Insights from a CNIO

By Janet Dodd

Building trust, empowering teams, and balancing innovation with patient care are key to successful digital transformation in healthcare, writes Janet Dodd, Chief Nursing Information Officer at Sheffield Children’s NHS FT, who will speak at Digital Health Rewired 2025

As the NHS continues its digital transformation, it’s clear that the promise of technology to improve patient outcomes and streamline processes hinges on more than just the systems themselves. From my experience leading digital initiatives in paediatric care, I have come to understand that successful implementation lies in relationships—relationships between clinical leaders, frontline healthcare workers, and our children and young people and their families. At the heart of this transformation is the recognition that digital systems must not only enhance healthcare processes but must also support the people who use them.

The critical role of clinical leadership

Effective digital transformation cannot be led solely by IT specialists or senior executives; it requires engagement and ownership at all levels, from the clinical team to design and build, to testing and implementation. This engagement ensures that systems are fit for purpose and improves engagement, manages expectations and enables systems to be used to their optimum.

When leadership is inclusive and collaborative, it makes digital transformation feel less like it is being enforced; it should be a change done with colleagues rather to colleagues. This reduces the risk of resistance to change and suboptimal usage, as digital systems are only as good as the people who use them, and the data entered.

Visibility and support are key to trust

One of the most valuable lessons I’ve learned throughout my career is that visibility is paramount. During the rollout of new digital systems, it is really important that the clinical digital team are present, visible, and approachable. This means showing up during early mornings, late nights, and being available for troubleshooting at the bedside when needed. By committing to support our teams in real-time, we can ensure that our clinical colleagues feel safe and can address issues quickly and effectively, enabling them to continue with clinical care. This not only solves immediate problems but also helps build confidence in the system and allow its full potential to be realised. Our superusers have enabled us to provide support over night shifts and weekends which ensures equitable support across all shifts.

Balancing digital innovation with the human touch

While digital tools have great potential in healthcare, they don’t replace the human element of care. One of the most significant challenges in digital transformation is that the clinical decision-making support built into digital systems will not take away all risk of error. It is vital that we remind ourselves that these tools should enhance, not diminish, our clinical knowledge, judgement and ability to care for patients.

We need to ensure that digital innovation supports our ability to focus on what matters most: the well-being and outcome of our children and young people.

The path to complete digital integration

Full digital integration has been a phased approach within our organisation. The aim is to create a system where digital documentation and systems integrate into daily workflows, improving both clinician efficiency and patient outcomes. While we are not there yet, we have laid great foundations for a future where data is easily visible across teams and systems to improve communication, coordination and care delivery.

I have seen how digital documentation can improve communication, streamline processes and reduce errors, but it requires a consistent commitment to embed and optimise how systems are used, to realise their benefits and potential.

Harnessing the power of emerging technologies

As we look toward the future, emerging technologies such as AI and transcription tools offer tremendous promise. AI has the ability to generate patient information, automate administrative tasks, and even transcribe meeting notes, all of which save time and reduce human error. But with great power comes great responsibility. To unlock the full potential of these tools, we must ensure that they are governed by strong policies, used ethically, and continuously improved to meet the needs of clinicians and patients alike.

This means rigorous training, oversight, and a commitment to iterative learning. It’s not enough to introduce these technologies; we must work alongside them, including well after implementation, to ensure they complement the work of our clinical teams.

Collaboration and overcoming resistance

Collaboration is essential for digital transformation to be successful. Networking across trusts or within individual organisations, the sharing of best practices, lessons learned, and strategies for overcoming challenges, are invaluable. Paediatric care, in particular, benefits greatly from collaboration, as it allows us to ensure consistent standards across the NHS and learn from each other’s successes and lessons learnt.

One of the biggest barriers to digital adoption remains anxiety among clinicians who are accustomed to paper-based systems. This is especially true for experienced professionals who have worked for many years with paper processes. The key to overcoming this resistance is providing training, hands-on support, and clear communication about how digital systems will enhance—not replace—their roles. Building trust at the executive level and conducting thorough safety and risk assessments will also go a long way toward making digital adoption feel safer – less of a threat and more of an opportunity.

Looking to the future

As we move forward, I am optimistic about the future of digital transformation in the NHS. In the next four to five years, I believe we will see AI, integrated systems, and enhanced digital tools redefine workflows and improve patient care delivery. But the key to this transformation is balance—ensuring that technology enhances the work of clinicians without undermining and taking away from the personal touch that defines patient care.

The journey ahead will be iterative, and the challenges will remain. But with strong leadership, collaboration, and a commitment to putting people first, the digital future of healthcare is one we can all embrace.

I look forward to sharing more of these insights and experiences at the upcoming Digital Health Rewired Conference on 18-19 March 2025.

Janet Dodd is Chief Nursing Information Officer at Sheffield Children’s NHS FT

AXREM publishes AI manifesto

By Integrated Care Journal

Association for Healthcare Technology Providers for Imaging, Radiotherapy and Care calls for collaboration on clear and consistent AI innovation to reduce duplication and risk while maximising benefits.

AXREM, the Association for Healthcare Technology Providers for Imaging, Radiotherapy and Care, has called for policymakers, NHS leadership, and AI developers to collaborate on clear, consistent innovation pathways that support the responsible scaling of AI technology in healthcare. In its AI manifesto, AXREM calls on the NHS to avoiding duplication in compliance and validation and to take a balanced approach to risk stemming from the use of AI.

AXREM is the UK Trade association representing the interests of suppliers of diagnostic medical imaging, radiotherapy, healthcare IT and care equipment including patient monitoring in the UK. AXREM members supply the majority of diagnostic medical imaging and radiotherapy equipment installed in UK hospitals. Its member companies and their employees work alongside Radiologists, Radiographers and Practitioners, Oncologists and a wide range of healthcare professionals in delivering healthcare to patients using its technologies.

AXREM’s members have always driven innovation in imaging and oncology. Since 2020, the AI Special Focus Group have been champions of promoting the responsible adoption and upscaling of artificial intelligence and machine learning enabled diagnostics. The group comprises most of the AI providers in the radiology market who innovate by providing research and development to improve accuracy and workflow in the diagnostic portions of care pathways.

The challenges of healthcare delivery are well known, including workforce shortages, increasing demand for services and a real risk of staff burnout. In their 2023 census, the UK Royal College of Radiologists calculated that there are 30 per cent fewer radiologists than needed to meet demand, estimated to rise to 40 per cent by 2028. These are placing immense pressure on healthcare systems. Innovation is needed, not for its own sake, but to help address these challenges and to enable healthcare professionals to focus on higher-value caring tasks instead of wrangling large amounts of information.

The manifesto recognises the UK healthcare system is currently complex, with much duplication of effort. A more consistent approach to innovation for AI is needed if it is to be adopted at scale. The manifesto touches on Innovation: bridging the gap, Ensuring Trust and safety, Regulation and compliance Protecting information, Policy and data access challenges, Practical deployment – balancing risk and more.

Graham King, Solutions Architect at Annalise.ai, Convenor of the AXREM AI Special Focus Group, and one of the authors of the document, said upon its release: “We welcome many positive moves forward on AI in radiology and oncology from the NHS across the UK nations. Our manifesto addresses areas where our members are still experiencing duplicated effort and proposes solutions to help scale the much-needed adoption of AI assistance.”

AXREM Chairman, Huw Shurmer, said: “AI is a powerful tool that will undoubtedly support and address many of the pressures facing the health service. I am pleased to see our members taking on responsibility to set out a clear understanding on how this solution can expand in a safe, regulated and consistent way.”

Sally Edgington, AXREM Chief Executive Officer, said: “I am really pleased the AI SFG have worked collectively, so hard on this manifesto. The group have been very active since we launched it and this manifesto makes clear that we need to work with NHSE, DHSC, MHRA and many other organisations to collaborate and ensure safe adoption, but adoption at scale, as this really can help create efficiencies in the system, at a time when the NHS really needs them.”

You can read the manifesto in full here.

AI software tool aims to use high street eye tests to spot dementia risk

By Integrated Care Journal

First-of-its-kind collaboration offers potential for “step change” in the early detection of dementia, using routine eye scans to gain deeper insight into brain health and monitor cognitive decline.

Data scientists and clinical researchers are working with high street opticians for the first time to develop a digital tool that can predict a person’s risk of dementia from a routine eye test.

The NeurEYE research team, led by the University of Edinburgh, with Glasgow Caledonian University, has collected almost a million eye scans from opticians across Scotland, forming the world’s largest data set of its kind.

The scientists will then use artificial intelligence and machine learning to analyse the image data, along with relevant patient data on demographics, treatment history and pre-existing conditions. This data is anonymised and patients can’t be identified, but it allows researchers to find patterns that could indicate a person’s risk of developing dementia, as well as giving a broad picture of brain health.

Permission to use the data comes from the Public Benefit and Privacy Panel for Health and Social Care, a part of NHS Scotland.

The project is the second funded and supported by NEURii, a first-of-its-kind global collaboration between the pharmaceutical company Eisai, Gates Ventures, the University of Edinburgh, the medical research charity LifeArc and the national health data science institute Health Data Research UK. Together, the partners are giving innovative digital projects the chance to become real world solutions that could benefit millions of patients with neurodegenerative conditions like dementia. The first NEURii project, SCAN-DAN, is using brain scans and AI to predict dementia risk.

Retired mechanical engineer, David Steele, 65, whose mum has Alzheimer’s, said predictive software like this could have saved his family ten years of heartache and struggle. He said:“It took ten years for my mum to be diagnosed with Alzheimer’s.

“She was initially diagnosed with dry macular degeneration, but this masked the underlying issue that we now know to be cerebral blindness linked to Alzheimer’s. The connection between brain and eye was the missing link in her case.

“The missing diagnosis meant that my late father, who was also elderly, cared for mum throughout a difficult period without knowing what was wrong.

“If we had known, then we would have had help with the additional and demanding support that became necessary. Preventing the cliff edge, when it becomes too late for the person to understand what is wrong with them, is so important.”

Professor of Clinical Ophthalmology at the University of Edinburgh and NeurEYE co-lead, Baljean Dhillon, said: “The eye can tell us far more than we thought possible. The blood vessels and neural pathways of retina and brain are intimately related. But, unlike the brain, we can see the retina with the simple, inexpensive equipment found in every high street in the UK and beyond.”

Optometrists will be able to use the software subsequently developed as a predictive or diagnostic tool for conditions such as Alzheimer’s, as a triage tool to refer patients to secondary health services if signs of brain disease are spotted, and potentially as a way to monitor cognitive decline.

Identifying people at risk of dementia could also accelerate the development of new treatments by identifying those who are more likely to benefit from trials and enabling better monitoring of treatment responses.

And being aware of a risk of dementia could also help individuals and medical professionals modify the risk through lifestyle changes such as physical activity and diet, according to a Lancet Commission, which added vision loss this year as one of its dementia risk factors.

Optometrist Ian Cameron, who runs Cameron Optometry in Edinburgh, said: “Optometrists as primary carers is not a new thing, and in Scotland we’re becoming an increasingly allied part of the NHS. We see the same people year on year, whether they’re ill or not, we have all the right equipment, so it makes sense for us to be the GP of the eyes and monitor as much health as we can see.

“What is new is that, with AI, we can see even more, and that is extremely powerful.”

Professor of Computational Medicine at the Usher Institute and NeurEYE co-lead Miguel Bernabeu said: “Recent advances in artificial Intelligence promise to revolutionise medical image interpretation and disease prediction. However, in order to develop algorithms that are equitable and unbiased, we need to train them on datasets that are representative of the whole population at risk. This dataset, along with decades-long research at University of Edinburgh into ethical AI, can bring a step change in early detection of dementia for all.”

Dr Dave Powell is Chief Scientific Officer at LifeArc, one of the NEURii collaborators. Speaking on behalf of the partners he said: “Harnessing the potential of digital innovations in this way could ultimately save the NHS more than £37m a year because the hope is that it will speed up the diagnosis and treatment of neurodegenerative conditions like dementia.

“The UK, with its single healthcare provider, is also well placed to become a global leader in the development of new tests that use health data. This is why we are collaborating to advance promising digital health projects that have the potential to improve millions of lives.”

The data will be held safely in the Scottish National Safe Haven which provides a secure platform for the research use of NHS electronic data. This resource is commissioned by Public Health Scotland and hosted by the Edinburgh International Data Facility through EPCC at the University of Edinburgh.

Unlocking the potential of NHS data: A vision for a unified health data platform

By Ruth Holland and Mark Kewley

By Ruth Holland, Director of Data & Analytics, London Secure Data Environment, OneLondon Health Data Portfolio, and Mark Kewley, Programme Director, London Secure Data Environment, OneLondon Health Data Portfolio.

The landscape of healthcare is increasingly being shaped by the effective use of data, yet the journey towards realising the full potential of NHS data is fraught with challenges. At the core of this transformation is the OneLondon programme, an ambitious initiative that seeks to overcome the fragmentation of health data across the capital and, ultimately, improve patient care, operational efficiency, and research outcomes.

The origins of OneLondon: Addressing fragmentation

The OneLondon programme was born out of a need to address a longstanding issue within the NHS: the fragmentation of health data. Historically, patient information has been scattered across various care settings, making it difficult for both healthcare providers and patients to access a complete picture of an individual’s health. This fragmentation not only hampers the delivery of efficient care but also limits the ability to derive meaningful insights from the data.

In response, London’s healthcare leaders embarked on a journey to create the London Care Record, a unified platform that allows for the sharing of relevant patient data across care settings. Initially focused on providing a ‘view-only’ access to patient information, the programme has now evolved into a more sophisticated data platform capable of generating actionable insights for both direct care and research purposes.

Building a comprehensive data platform to support integrated care

Our efforts have now moved beyond simply making data accessible. The goal, which is supported by funding from the NHS England Data for R&D Programme and London’s integrated care systems (ICSs), is to create a London-wide data platform that can provide insights that inform care decisions at both the individual and population levels. The transition from a ‘view-only’ system to a dynamic data platform represents a significant milestone. It allows us to harness data from across London’s health system to support integrated care, drive proactive care strategies and facilitate advanced research.

In North West London ICS, for example, we’ve seen the success of integrating data across different care settings. Clinicians now have access to a comprehensive view of their patients, enabling them to deliver more informed care. The next step is to expand across London and incorporate data from all other care settings for the population of 10.6 million people.

Leveraging advanced technologies

Central to this transformation is the integration of cutting-edge technologies like Federated Learning Interoperability Platform (FLIP) and AI tools. These tools enable us to bring together different types of data, such as electronic patient records and radiology images, into a single, interoperable platform. By doing so, we can develop predictive models that not only support clinical decision-making but also enhance the accuracy and efficacy of research.

The use of natural language processing (NLP) to convert unstructured data into structured formats is a significant advancement. With approximately 80-90 per cent of healthcare data stored in unstructured formats, such as clinical notes and images, NLP allows us to unlock a wealth of information that was previously inaccessible. This capability is crucial as it significantly increases the insights we can derive from our data, paving the way for more personalised and effective healthcare solutions.

Ruth Holland will be the Chair of a Spotlight session with Dr Jessica Morley at Digital Health Rewired 2025, taking place 18-19 March in Birmingham.

Overcoming challenges through collaboration

The scale and ambition of the OneLondon programme are unprecedented, and so are the challenges. Integrating data across multiple care settings, ensuring stakeholder alignment and navigating complex information governance (IG) issues are just a few of the hurdles we face. However, these challenges also highlight the importance of collaboration.

We’ve worked extensively with the public to understand their expectations around data use, and this feedback has been invaluable in shaping our approach to IG. The public’s support for data integration across care settings has provided a strong mandate for us to push forward with this initiative. Additionally, our collaboration with data controllers, particularly GPs, has been critical in ensuring that the platform brings tangible benefits back to the practitioners who contribute to it.

A vision for the future

The vision for OneLondon is clear: a comprehensive, interoperable data platform that not only supports the immediate needs of patient care but also drives long-term improvements in population health and research. While we recognise that we are still at the early stages of this journey, the progress we’ve made thus far is encouraging. The successful integration of data in North West London serves as a model for the rest of the city, and with continued investment and collaboration, we are confident that we can achieve our goals.

The OneLondon programme represents a bold and necessary step towards a future where data is used to its fullest potential to improve health outcomes. By overcoming the challenges of data fragmentation, leveraging advanced technologies, and fostering collaboration across the healthcare ecosystem, we are laying the foundation for a more integrated, efficient, and patient-centred NHS.

Ruth Holland will be the Chair of a Spotlight session with Dr Jessica Morley at Digital Health Rewired 2025, taking place 18-19 March in Birmingham.

*Ruth Holland, Director of Data & Analytics, London Secure Data Environment, OneLondon Health Data Portfolio*

Harnessing data-led approaches to patient safety: a case study

By Jonathan Webb, Head of Safety and Learning at NHS Wales

Jonathan Webb, Head of Safety and Learning at NHS Wales, relates two data-led approaches aimed at reducing avoidable harm and litigation costs across Wales, demonstrating the success of unified and standardised approaches to patient safety.

NHS Wales faced growing challenges in improving patient safety and reducing harm across its healthcare system. Rising litigation costs, inconsistent training, and fragmented data across health boards limited the ability to identify trends and implement evidence-based improvements. Specific issues, such as preventable harm in maternity services and the lack of a unified approach to handling incidents, complaints, and claims, highlighted the need for systemic solutions.

These challenges created opportunities to:

Implement a unified training programme to improve outcomes in maternity services (PROMPT Wales).
Develop centralised data systems to connect incidents, complaints, and claims and workforce data, enabling shared learning and improvements (Once for Wales Concerns Management System).

The solutions

PROMPT Wales

This initiative introduced a structured, multi-professional training programme for maternity teams across NHS Wales. Designed to improve safety, teamwork, and communication, PROMPT Wales delivered:

Standardised, scenario-based training for all staff.
Data-informed guidance to address identified risks, such as postpartum haemorrhage.
Comprehensive engagement, with 93 per cent of maternity staff trained within a year.

Once for Wales Concerns Management System (OfWCMS):

Led by the Welsh Risk Pool, part of NHS Wales Shared Services Partnership, this platform centralised incident, complaint, and claim management across all health boards. By unifying disparate systems:

Data could be analysed holistically, identifying trends across complaints, incidents, and claims.
Integration ensured consistent national approaches to handling patient concerns and improving quality of care.

Collaboration between healthcare teams, Welsh Government, and RLDatix ensured that initiatives were implemented with consistency and aligned with national safety goals.

Scalability

The scalability of these initiatives lies in their structured and integrative approaches.

PROMPT Wales: Its team-based training model and use of data can be adapted to other clinical specialities or regions. The methodology ensures alignment with local needs while maintaining national standards.
Once for Wales: The centralised framework can be replicated in other healthcare systems to unify and optimise incident management, feedback collection, and data analysis.

Enablers:

National buy-in and strong governance frameworks.
Robust technology platforms for data collection and integration.
Proven impact, such as measurable safety improvements and cultural change.

Constraints:

Initial investment in technology and training.
Variation in local infrastructure and staff capacity.
Need for sustained leadership and stakeholder engagement.

Evidence of success

PROMPT Wales, along with the sheer hard work of staff within services, delivered significant clinical improvements:

33.8 per cent reduction in severe postpartum haemorrhage (≥2500mL).
43.5 per cent reduction in term APGAR scores <7 at 5 minutes.
Enhanced safety culture, as evidenced by improved staff safety attitude scores.

Once for Wales outcomes included:

Uniform data collection across all health boards and trusts.
Real-time insights into patient and staff feedback, enabling proactive safety measures.
Improved learning from incidents and claims, contributing to better service quality and reduced harm.

Quantitative data from PROMPT Wales shows statistically significant improvements in clinical outcomes (P-value <0.0001). Feedback from OfWCMS users highlights enhanced decision-making due to integrated data systems.

Lasting benefits

Patients receive safer care and improved health outcomes across maternity and broader services.

Staff benefit from greater confidence, reduced stress, and better training support.

Systems benefit from enhanced efficiency, reduced costs, and a model for future healthcare improvements.

Building confidence in AI telephony tools for primary care

By Max Gattlin

Max Gattlin discusses whether AI telephony tools are ready to deliver transformation in primary care and help end the ‘8am rush’, accelerating patients’ time-to-care.

The latest figures show that general practice delivered a record 38.6m appointments in October 2024 (or more than 40m when counting COVID-19 jabs). That’s the highest ever one-month total on record. Amid this surging demand this, primary care is struggling with overwhelming demand and clinician shortages, and GP leaders have warned that the pressure facing services is not sustainable.

The solution cannot lie solely in hiring more staff at practices – there’s a bigger picture at play. It’s about making better use of the tools and technology already available to ease the load on existing teams. This is an area where AI can help, but in order to maximise benefits and ensure use and adoption at scale, ensuring that clinicians and patients trust in the tools is critical.

Why is AI in digital telephony so important?

Use of the ‘digital front door’ is ever-increasing, but despite advancements, over two thirds (68 per cent) of patients continue to contact their GP practice via telephone as the first port of call. The shift from analogue to digital is something we all know is coming in the 10 Year Health Plan, and as the most used element of the digital front door, it is clear that primary care has a fantastic opportunity to embrace the use of AI in telephony. It’s also something that the Social Market Foundation has touched on recently in its report, In the blink of an AI, which has recommended further integration AI and automation into user-facing workstreams.

What benefits could it bring?

The integration of AI in digital telephony for primary care can offer transformative benefits, addressing some of the pressing challenges facing the sector. Integrating technologies such as cloud telephony, unified communications, and AI-enabled healthcare tools, means practices can alleviate the pressure on GPs and other clinicians. By integrating AI-powered features such as voice agents, call routing, speech-to-text, and automated signposting, practices can alleviate the inbound pressure on call handlers while simultaneously improving access. This will also enable practices to accelerate a patient’s time-to-care by offering an assessment of need at the first point of contact, in line with NHS national priorities.

By removing the notorious 8am rush, AI-powered systems can enable more efficient call handling, prioritising urgent cases and directing patients to other appropriate services, such as pharmacy and community, without delay. This enhanced accessibility not only improves patient satisfaction but also fosters better health outcomes by ensuring timely care. Additionally, these streamlined processes reduce administrative burdens and repetitive tasks for staff, creating a more manageable workload and mitigating burnout. Together, these advancements pave the way for a more sustainable, patient-centred approach to primary care.

How do we get patients and clinicians onboard?

The challenge is how do we ensure that patients and clinicians are harmonised with the progress to build their trust?

To build trust among patients is not a simple process, particularly when considering digital poverty, which creates many disparities and makes it harder for people to access the very tools that are designed to help them. Patients value human interaction, especially when discussing health concerns, so AI tools must simplify communication and prioritise empathy in design. Data monitoring is key here, and should be used to help evidence that effective digital tools will also improve access for all, including those less digitally-abled who require human contact.

Patients should not feel intimidated by the use of AI, and it needs to be introduced in a straightforward way, focusing on the benefits in relatable terms. However, transparency of data usage is vital, otherwise we risk the further creation of a two-tier system for those that trust the data and those that do not, also increasing the burden for GP teams and undermining broader population health management strategies.

Patient empowerment means putting AI in their hands and allowing them to self-serve for non-urgent needs, allowing clinicians to focus on more complex patient needs and preventative care. If we can remove the demand before it flows into the practice then it eases the burden immediately.

For clinicians and practice staff, it needs to be clear that AI is an opportunity to reduce the pressure, not a threat to jobs. Clinicians are more likely to trust tools that they understand how to use, so time dedicated to training can demystify the AI’s capabilities and limitations. The tech may be transformative but it needs the support around it and training for staff to make best use of systems already in place, as well as to integrate additional tools such, as Surgery Assist.

Take for example Tudor Lodge, a practice in South-West London that is an early adopter of AI tools. The implemented Surgery Assist, a digital assistant, as part of a wider Access Optimisation Service and the practice has experienced 54 per cent fewer calls in the 8am rush as a direct result. Applied nationally, it is estimated that this service could result in 9.1 million fewer calls received per month by GP surgeries.

Will AI live up to the hype?

One of the questions asked to the discussion panel at X-on Health’s recent AI in primary care event was ‘will it live up to the hype?’ AI is by no means a magic bullet, and it could be said that it is currently not up to the hype, but applied correctly AI has the potential to move primary care forward beyond all expectations.

As referenced by an integrated care board member at the recent X-on AI in primary care event, AI is a tool, not a solution and must be viewed as such. To my mind it’s the correct approach and AI is just one of the tools available to reduce the burden. There is a crisis at the door of primary care and the technology is needed now to help practices survive. Technology cannot simply be layered over inefficient processes; instead, the two need to be addressed hand-in-hand to build trust and preserve the NHS as we enter the AI era.

What are the next steps?

While some GP partners have pushed on, giving lots of their time to self-appraising AI products in the pursuit of improved efficiencies to support their staff, there have been calls for the formation of an AI advisory board or list of approved AI suppliers to expedite procurement and adoption. To further build trust, the technology testing needs approval at a national level and the creation of a framework of consistency is something that is essential. The In the blink of an AI report supports the creation of a strong Digital Centre of Government in the Department for Science Innovation and Technology (DSIT) and recommends that it becomes a one-stop-shop for all public sector AI and automation needs, highlighting tools that are already working and have been successfully implemented.

One thing is clear – if the NHS doesn’t work out how to become agile enough to embrace the technology and build trust quickly then organisations like Google will do, as is clear from the Public First report, AI and the public sector, that was recently commissioned by Google Cloud.

New AI initiative to reduce demand on urgent and emergency care in North East London

By Integrated Care Journal

Thousands of patients across North East London are set to benefit from new initiative, using artificial intelligence (AI) and personalised clinical coaching, easing pressure on NHS services.

NHS North East London Integrated Care System, in collaboration with Health Navigator and UCLPartners, this week (Thursday 12 December) launched a new, three-year programme, providing preventative care for patients with long-term conditions. This comes as urgent and emergency care services in North East London are facing unprecedented pressure and all-time high demand.

Through advanced AI screening technology and targeted, phone-based clinical coaching, patients at high risk of needing unplanned emergency care will be identified and offered personalised support from healthcare professionals trained in delivering preventative care and self-management techniques.

The initiative is designed to identify and better support people with long-term conditions, like asthma, by taking a proactive and preventative approach to healthcare delivery.

Forecasting models estimate that the programme will save 26,673 unplanned bed days in North East London hospitals across the three years of the programme, with an anticipated reduction of 13,000 A&E attendances annually.

Dr Paul Gilluley, Chief Medical Officer at NHS North East London, said: “More than 15 million people in England live with one or more long-term conditions, accounting for 50 per cent of all GP appointments, 64 per cent of outpatient visits, and over 70 per cent of inpatient bed days. This new approach represents a landmark step in harnessing technology for preventative care to better support these patients before they reach crisis points.”

Supported by the largest randomised controlled trial to date on AI-assisted preventative care, the initiative has shown significant impact when piloted in Staffordshire. Notable results include a 46 per cent reduction in deaths among men over 75, a 34 per cent reduction in emergency attendances and 25 per cent reduction in bed days, and a 26 per cent reduction in GP referrals to secondary care, further supporting sustainable healthcare delivery.

Tim, who benefited from clinical coaching when it was piloted in Staffordshire, said of the programme: “If you are brave enough to take control with the help of the coach, you truly can make a difference to the immediate crises as they turn up. In my case I went from being an asthmatic, to someone who happens to have asthma. I went from six admissions to hospital to none within a couple of months.”

Waltham Forest will be the first area to receive this new initiative through Barts Health NHS Trust and Barking, Havering and Redbridge University Hospitals NHS Trust, with plans to expand across North East London in the coming weeks. The AI technology and clinical coaching will then be implemented throughout the rest of North East London in the coming months.

Shane DeGaris, Group Chief Executive at Barts Health NHS Trust, added: “As winter approaches, the pressure on A&E services is rising. By predicting demand and providing earlier interventions, we can improve patient outcomes and reduce the burden on the NHS.”

Dr Chris Laing, Chief Executive Officer of UCLPartners, said: “This project provides a template for how the NHS can use modern technology to deliver predictive, proactive and preventive care that is customised for local communities and prioritises those most in need of our help. Our collaboration with Health Navigator and NHS North East London will not only enhance the lives of at-risk patients but will also relieve critical pressure on our healthcare system too, aligning with the government’s prevention priority.”

Dr Simon Swift, Chief Executive of Health Navigator said: “Our AI-driven technology, combined with personalised clinical coaching, has consistently demonstrated its ability to improve patient lives and shift care, allowing hospitals to be more productive. This collaboration represents a major step forward in proactive, preventative healthcare. We’re confident that this program will enhance the quality of life for patients and contribute to a more efficient and sustainable healthcare system.”

There is no integrated care without cross-sector data sharing

By Hannah Barnett

Integrated care systems strive to provide seamless, equitable healthcare by coordinating services, but fragmented data sharing remains a major challenge. Strong data partnerships are vital for continuous care, addressing health inequities, and optimising resources. Yet, technology, governance, and collaboration gaps hinder progress, disconnecting patients and providers.

Why data sharing matters in integrated care systems

The success of integrated care systems (ICS) relies on robust, strategic data sharing across multiple care settings. Effective data partnerships enable more coordinated and continuous care, empower population health management and self-care, tackle health and access inequalities, and drive informed resource allocation.

In today’s diverse, fragmented healthcare system, patients often navigate multiple providers across sectors. However, their data does not always follow, and this is disempowering as much as it is frustrating. Many ICSs still lag in adopting comprehensive data sharing practices and infrastructures, posing a significant barrier to achieving greater system efficiency, transparency, and supporting patients effectively.

Current limitations in data sharing practices

When data sharing does occur, it often flows in one direction. For example, NHS commissioners frequently rely on activity and service-user data provided by Voluntary, Community, and Social Enterprise (VCSE) organisations or primary care network (PCN) systems data to evaluate the impact of funding. This narrow focus excludes data on service users’ interactions with other health and care services, creating blind spots in patient outcomes and hidden needs, while undervaluing how these services reduce pressure on the broader system.

Comprehensive data sharing partnerships could transform this dynamic, enabling full tracking of patient pathways and better identifying access inequities across services and sectors. This shift would not only improve service delivery and resource allocation but also foster shared purpose and cross-sector accountability, while promoting consistent data collection and truly evidence-based evaluation practices.

Overcoming barriers to consistent and effective data sharing

Achieving this vision requires overcoming several cultural, technological, operational, and legal challenges. Patient data remains fragmented across multiple management systems, complicating access, aggregation, and sharing. While some advocate for a unified data capture system, the diversity of digital maturity across delivery partners makes this impractical. Instead, ICSs should prioritise system interoperability and shared care platforms, the latter being widely considered the cornerstone of integrated data sharing. When anonymised and aggregated, these shared databases become invaluable resources for population health management by enabling healthcare leaders to identify and anticipate care gaps across geographies and demographics.

All technical advancements, including the integration of artificial intelligence (AI), must be accompanied by centralised guidance on data collection, coding standards, and sharing agreements. Currently, many providers hesitate to share patient data due to confidentiality concerns and unclear information governance, GDPR or AI guidelines, which often vary across contracts and care settings. Clear protocols and governance structures are essential to balance privacy requirements with healthcare planning needs, ensuring both patient confidentiality and system efficiency. A cohesive system with transparent data processes would not only build public trust in data use but also reduce the frustration and fatigue patients often experience when navigating multiple disconnected care providers. Such structures must be clearly communicated to patients as the primary owners of their data.

Relationships, capacity, and power diffusion

Despite government mandates, limited progress in ICS investment in data infrastructure reveals the persistent barriers posed by entrenched organisational cultures and practices. As the King’s Fund observed in a 2022 report, “Good technology is not enough for interoperability to succeed; relationships between staff and organisations are vital for success.” Persistent power imbalances within ICSs can undermine enthusiasm for data sharing partnerships, especially when the benefits of integration appear unclear or unevenly distributed.

To foster trust and collaboration, health, social care, and voluntary sector leaders must work as equal partners in planning and delivering services. By setting, understanding, and contributing to shared priorities and agendas, all sectors would be mutually recognised as key contributors to progress. This approach would also increase buy-in for data collection at the local level, ensuring that digital infrastructures are viewed as enablers of collaboration rather than isolated technologies.

Many health and care providers currently lack the capacity or funding to dedicate staff time to data collection. Short-term contracts further limit incentives to build data sharing capabilities or use data beyond immediate funding requirements. Longer-term contracts would support consistent delivery, sustainability, and capacity building across sectors, while substantially reducing data fragmentation. Building a sustainable ecosystem requires trust and ongoing investment through collaborative, long-term partnerships, rather than transactional, repeated contracting cycles.

The NHS must lead this transformation by embedding information technology, governance, AI, and analytics at the heart of system implementation while supporting partners with varying levels of digital maturity. This includes equipping the workforce with the technical skills required to effectively collect and utilise data. Recognising the current strain on workforce capacity, the NHS must leverage resources and time for upskilling (including from its own suppliers), and ensure the transition is backed by ongoing investments in accessible analytics.

Conclusion

As patient pathways become increasingly dispersed across care settings, robust and proportionate data sharing infrastructure grows more essential for tackling health inequities, streamlining cross-sector resource allocation, and empowering the system to better empower patients. A sustained commitment to technological and cultural innovation, coupled with workforce upskilling will reshape how providers collaborate and deliver care, enhancing population health outcomes and building a more responsive, equitable healthcare system.

Local authorities join initiative providing digital support to carers

By Integrated Care Journal

1 million carers across England are benefiting from tech-powered support, as 1 in 4 (25 per cent) local authorities across the country have joined an initiative providing essential, digital services for all those who look after loved ones in their communities over the course of this year.

Nine local authorities across Cheshire and Merseyside have become the latest to join a new initiative aiming to provide digital support to carers. The service is being delivered by carer-led digital community, Mobilise, and can be accessed remotely via Mobilise’s online hub by anyone caring for a loved one in regions where local authorities are participating in the initiative.

Under the Care Act 2014, local authorities have a duty to promote and provide services to unpaid carers in their area, to put support the wellbeing of carers and reduce the risk of carer burnout.

The digital support services include:

An online peer community of thousands of fellow carers from across the UK – with the chance to share advice and experiences through a community forum and during regular events, such as the ‘virtual cuppa’
Easy-to-use, self-service tools outlining the different forms of support which carers may be entitled to – including Carer’s Allowance – and guidance on how to navigate eligibility criteria and access various benefits
Tailor-made support guides on everything from how to balance caring with full-time work, to managing personal health and wellbeing while looking after someone else
Information on carers’ rights and relevant social care law, in line with the latest government guidance

An AI-powered ‘assistant’ is also available to help carers quickly and easily find the specific information, resources or support that they need.

Cheshire and Merseyside is home to some of the UK’s highest density areas of unpaid carers, with more than one in ten residents living in St Helens, Knowsley and Halton providing some form of unpaid care.

“It’s reassuring to know that my experience as an ‘unofficial’ carer for my husband is valued, and that there is support and advice available from Mobilise if and when I need it.”

Sheila Walsh, a carer in St. Helen’s

Chair of the Adults and Health Committee at Cheshire East Council, Councillor Jill Rhodes, said: “By joining this initiative, we’re taking a significant step towards recognising and supporting the invaluable contribution of our local carers. The Mobilise digital tool will empower unpaid carers to access the help they need, when they need it.”

Cheshire and Merseyside councils follow thirteen local authorities in the North East, who joined the same initiative earlier this year through a similar collaboration. This saw over a quarter of a million carers living in the North East alone gain access to additional digital support. The North East is home to the largest proportion of people supporting relatives or loved ones in any region across the UK.

With Cheshire and Merseyside onboard, a total of 38 local authorities across England have provided added support for carers so far this year as part of the tech-enabled initiative with Mobilise, on top of existing provision. The free on-demand services are aimed at supporting individuals across the UK with the day-to-day realities of caring.

Suzanne Bourne, Co-Founder and Head of Carer Support at Mobilise, commented: “It is amazing to see all nine local authorities across Cheshire and Merseyside coming together to harness the power of technology, and widen access to support for unpaid carers. They join many other local authorities across England in this mission. And, with Cheshire and Merseyside onboard, a quarter of all local authorities across England are now providing additional, digital support for carers. We can’t wait to see the impact for all those who provide care across Cheshire and Merseyside, and beyond.”

Councillor Del Arnall, Cabinet Member for Adult Social Care at Knowsley Council, said: “Through joining this initiative, carers in Knowsley can use Mobilise to easily access a range of support services on-demand and link in with their peers across the UK to share advice and reduce isolation.”

For more information about the support now available in Cheshire and Merseyside, see here. To start accessing support today, the Mobilise app can be downloaded via the Apple App Store or Google Play, with more information available on Mobilise’s website.