Digital Implementation, Featured, News May 8, 2025

Governments must get a handle on AI – here’s why

By Clive Hudson

The integration of AI into healthcare systems around the world represents one of the most significant technological shifts of our time. However, realising this potential while safeguarding against risks requires urgent and thoughtful government action, writes Clive Hudson.

Artificial intelligence (AI) is rapidly transforming healthcare systems around the world, offering unprecedented opportunities to improve patient outcomes, increase efficiency and reduce costs. However, as an innovator with over 40 years of experience in the field of AI, I believe we are at a critical juncture where governments globally must take decisive action to harness AI’s potential while mitigating its risks.

The current state of AI in healthcare is one of both promise and peril. While we’re seeing exciting applications emerge, from AI-assisted diagnostics to personalised treatment plans, there are also serious concerns around data privacy, algorithmic bias and the potential displacement of human healthcare workers. Governments worldwide, including the new UK administration, have a crucial opportunity and indeed a clear responsibility, to shape the future of AI in healthcare through thoughtful regulation and strategic investment.

The transformative potential of AI in healthcare

AI is already demonstrating its ability to revolutionise healthcare delivery. Machine learning algorithms are enhancing the accuracy of medical imaging analysis, natural language processing is streamlining clinical documentation and predictive analytics are helping identify at-risk patients before their conditions worsen. These applications are just the tip of the iceberg.

However, to fully realise AI’s potential, we need a robust regulatory framework that promotes innovation while protecting patients. A gold standard for global AI regulation in healthcare should prioritise:

Patient safety and privacy
Algorithmic transparency and accountability
Equitable access to AI-powered healthcare solutions
Interoperability and data sharing standards
Continuous monitoring and evaluation of AI systems

Such a framework would provide clarity for developers, build trust among healthcare providers and patients and create a level playing field for international collaboration.

The need for dynamic regulatory frameworks

Current regulatory approaches are woefully inadequate for the rapidly evolving landscape of AI. Traditional regulatory bodies move too slowly and often lack the technical expertise to effectively oversee AI technologies. We need a new paradigm.

I propose that governments need to create specialised AI regulatory authorities with a mandate to develop and enforce dynamic regulations. This authority would be empowered to adapt rules in real-time as technologies evolve, guided by core principles of:

Biodiversity

Ensuring AI systems support, rather than threaten, the rich diversity of life on our planet.

Sustainability

Promoting AI applications that contribute to long-term environmental and social well-being.

Transparency

Requiring clear explanations of how AI systems make decisions in healthcare contexts and establishing clear lines of responsibility for AI-driven outcomes.

Any nation’s regulatory body must be staffed by interdisciplinary experts who understand both the technical intricacies of AI and its broader societal implications. It should use AI technologies itself to stay ahead of the curve and offer proactive guidance to the healthcare sector.

Economic impact and strategic investment

The economic potential of AI in healthcare is staggering. By automating routine tasks, optimising resource allocation and enabling more personalised interventions, AI could dramatically reduce healthcare costs while improving outcomes.

However, realising these benefits requires strategic government investment and support. Governments should take a multifaceted approach, funding AI research and development in priority healthcare areas, incentivising AI adoption among healthcare providers, investing in robust data infrastructure and interoperability standards, and supporting AI startups and small businesses in the healthcare sector. These initiatives would create a fertile ecosystem for innovation, accelerating the development and implementation of AI solutions that can transform healthcare delivery and outcomes.

While pursuing these economic benefits, policymakers must remain vigilant about potential negative consequences, such as job displacement or the exacerbation of health inequalities. Government policies should aim to distribute the gains from AI equitably and provide support for workers transitioning to new roles.

Challenges and ethical considerations

As we push the boundaries of AI in healthcare, there are also significant ethical challenges to confront. Data security and patient privacy are paramount concerns. Current day AI systems require vast amounts of sensitive health data to function effectively, creating potential vulnerabilities to breaches or misuse.

Moreover, we must be vigilant about biases in AI systems. If trained on non-representative datasets, AI could perpetuate or even amplify existing health disparities. Governments must mandate rigorous testing and auditing of AI systems to detect and mitigate such biases.

Another crucial consideration is maintaining the human element in healthcare. AI should augment, not replace, human expertise and compassion. Policies should encourage the development of AI systems that enhance the capabilities of healthcare professionals rather than seeking to automate them out of the equation.

The concept of ‘super intelligence’ in healthcare AI

Looking to the future, we must grapple with the concept of ‘superintelligence’ in healthcare AI. By this, I mean AI systems that surpass human capabilities not just in narrow tasks, but in reasoning, problem-solving and even creativity across a wide range of knowledge domains.

Developing such systems requires a cross-disciplinary approach, drawing insights from fields as diverse as neuroscience, psychology, ethics and computer science. It is not simply a matter of scaling up existing AI models, but of fundamentally rethinking how we approach machine intelligence.

It is possible to draw important lessons from past technological advancements. The rapid rise of social media, for instance, brought unforeseen consequences for mental health and social cohesion. With healthcare AI, the stakes are even higher, making it essential to anticipate potential negative outcomes and build safeguards from the ground up.

A key aspect of superintelligent AI in healthcare would be its ability to reason ethically and align its goals with human values. This is no small feat and will require sustained collaboration between AI researchers, ethicists and healthcare professionals.

Recommendations for policymakers

First and foremost, governments should establish a specialised AI regulatory body. This agency should have the authority and expertise to develop and enforce dynamic regulations that keep pace with technological advancements. Such a body would be crucial in navigating the complex and rapidly evolving landscape of AI in healthcare.

Investing in AI education and workforce development is equally important. We need to build a workforce capable of developing, implementing and overseeing AI systems in healthcare. This requires significant investment in STEM education and interdisciplinary programs combining technical skills with healthcare knowledge. By fostering this talent pipeline, we can ensure that we have the human capital necessary to drive innovation and responsible AI adoption in healthcare.

Governments should also promote collaboration between academia, industry and government. Innovation thrives when ideas flow freely between sectors. Creating frameworks for data sharing, joint research initiatives and knowledge transfer between universities, private companies and public health institutions can accelerate progress and ensure that AI developments are aligned with real-world healthcare needs.

Embedding ethical guidelines in AI development is crucial. Ethics should not be an afterthought but an integral part of the process. Governments should mandate the integration of ethical considerations at every stage of the AI lifecycle, from design to deployment and ongoing monitoring. This approach will help build trust in AI systems and ensure they align with societal values.

Given the global nature of AI development in healthcare, supporting international cooperation is vital. Governments should work together to establish common standards, share best practices and address cross-border challenges such as data governance and algorithmic accountability. This collaborative approach can help create a more cohesive and effective global AI ecosystem in healthcare.

Prioritising explainable AI is another key recommendation. In healthcare, it is crucial that AI systems can explain their decision-making processes. Policymakers should incentivise the development of interpretable AI models and require transparency in high-stakes healthcare applications. This transparency will be essential for building trust among healthcare providers and patients.

Finally, governments should invest in robust testing and validation frameworks. Before AI systems are deployed in healthcare settings, they must undergo rigorous testing to ensure safety, efficacy and fairness. Establishing clear guidelines and supporting the development of standardised evaluation protocols will be crucial in ensuring that AI systems meet the high standards required in healthcare contexts.

Time for action

The integration of AI into healthcare systems around the world represents one of the most significant technological shifts of our time. Its potential to improve patient outcomes, increase efficiency and drive medical breakthroughs is immense. However, realising this potential while safeguarding against risks requires urgent and thoughtful government action.

We stand at a crossroads. With the right policies and investments, we can shape an AI-enabled healthcare future that is more effective, equitable and humane. But if we fail to act, we risk a future where AI exacerbates health inequalities, compromises patient privacy or makes critical decisions without adequate oversight.

My vision is for a healthcare ecosystem where AI enhances and extends human capabilities, where patients benefit from personalised and proactive care and where the fruits of AI innovation are shared equitably across society. Achieving this vision requires more than just technological prowess – it demands political will, ethical foresight and global cooperation.

The time for governments to act is now. By establishing dynamic regulatory frameworks, investing strategically in AI development and education and prioritising ethical considerations, we can ensure that AI becomes a powerful force for good in global healthcare. The decisions we make today will shape the health outcomes of generations to come. Let us seize this opportunity to create a healthier, more equitable world for all.

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Evaluation of NHS Artificial Intelligence Lab identifies lessons to shape AI’s future in health and care

By Integrated Care Journal

Review finds that the NHS AI Lab has been integral in advancing and scaling AI development in healthcare, with early evidence demonstrating returns on investment for taxpayers. However, researchers flag challenges in scaling and adoption of AI, and the need for stronger alignment with NHS system needs.

Researchers from The University of Edinburgh have released a report highlighting the ‘transformative’ impact of the NHS Artificial Intelligence (AI) Lab, a pioneering DHSC and NHS England initiative aimed at effectively integrating AI into the health and care sector.

The independent evaluation was conducted by a senior team of interdisciplinary researchers from The University of Edinburgh spanning public health, social science, informatics and business disciplines. With health economics support from NHS Arden and GEM Commissioning Support Unit, the report offers assessment of the NHS AI Lab’s achievements and challenges as well as identifying learning for future opportunities driven by AI.

The independent review was conducted between March and December 2024 using a range of evaluation techniques including document reviews, interviews, observations, analytics and outputs measurement. Key findings include:

Significant progress and learning: The NHS AI Lab has helped to advance AI development and scaling in healthcare, generating valuable insights and lessons that can help to shape future AI strategies for the NHS.
Return on investment: Early evidence indicates promising financial and patient care benefits, with health economics approaches demonstrating AI-driven technologies yielding substantial cost savings and improved health outcomes for some technologies supported by the NHS AI Lab. There is also early evidence of returns on investment for taxpayers.
Challenges in scaling and adoption: The report identifies barriers to widespread AI implementation and adoption, including procurement processes, integration with existing infrastructures and processes and the need for stronger alignment with NHS system needs.
Long-term impact: While some benefits are already evident, the full value of the NHS AI Lab’s work is expected to unfold over longer timeframes, requiring continued monitoring of emerging benefits and adoption processes.

Launched in 2019, with an initial investment of £143.5 million, the NHS AI Lab was established to accelerate the safe and effective adoption of AI in healthcare. Over the past five years, it has played a critical role in supporting and coordinating the development, testing and deployment of AI in health and care, as well as shaping regulatory frameworks. The evaluation explores the AI Lab’s contributions to AI policy, infrastructure and real-world applications, ensuring that the NHS remains at the forefront of AI-driven healthcare advancements.

One AI project cited implemented a diagnostic tool in a non-elective care setting across a range of regional networks within the NHS. The technology provided a set of decision support tools that aided frontline clinicians to make time critical treatment decisions, this resulted in efficiencies in longer term care and patient outcomes leading to a cost saving estimate of over £44 million across a cohort of 150,000 patients.

The evaluation report emphasises the need for sustained national support, strategic leadership and evidence-based decision-making to ensure AI’s full potential is realised in healthcare. It also highlights the importance of fostering positive collaboration between AI developers, policymakers and frontline healthcare providers.

Professor Kathrin Cresswell, lead researcher on the evaluation from The University of Edinburgh, commented: “The NHS AI Lab has been instrumental in positioning the UK at the forefront of delivering system-based change to promote AI-driven healthcare. This evaluation provides real-world empirical evidence and learning that can help to shape future efforts in the UK and internationally.”

Dom Cushnan, Director of AI, Imaging and Deployment, NHS England, commented: “The findings from this report will inform the ongoing development of AI strategies and approaches that can help the NHS to make the strategic shift from analogue to digital in health and care. Helping to shape a future where AI will enhance patient care, operational efficiency and overall healthcare outcomes.”

Rose Taylor, Executive Director Health and Care Transformation at NHS Arden & GEM, commented: “This evaluation demonstrates the important role that AI can play in the transformation of NHS services. The health economics approach taken in the review has enabled systems to demonstrate that AI technologies can deliver benefits for patients while simultaneously providing productivity and efficiency gains.”

Data solutions to solve the South West’s patient discharge crisis

By Professor Christos Vasilakis and Dr Zehra Onen Dumlu

Professor Christos Vasilakis, Founding Director of the Centre for Healthcare Innovation and Improvement – CHI²) and Dr. Zehra Onen Dumlu from the University of Bath discuss the IPACS project – a collaborative, data-driven approach to improving patient flow.

Delayed discharges, often known as ‘bed blocking’, is a serious operational challenge for NHS managers across the country. According to NHS England data, in February 2024 there were between 13,200 and 14,200 patients remaining in hospital each day who did not meet the criteria to stay. This accounts for more than one in eight general and acute beds in England.

While patients are deemed medically fit for discharge, they remain in hospital due to complexities in arranging necessary social care or community nursing support for a safe transition. The knock-on effects are significant, placing immense strain on acute bed capacity and negatively impacting patient flow and their experience.

The IPACS project: A collaborative, data-driven approach

To address the issue, the Improving Patient Flow between Acute, Community, and Social Care (IPACS) project was launched in 2020. This significant three-year initiative received funding from Health Data Research UK (HDRUK), an independent charity focused on using health data research to address major healthcare challenges.

IPACS brought together a diverse team, combining academic expertise with frontline NHS operational knowledge. Collaborators included the University of Bath, the University of Exeter Medical School, and significantly, the Bristol, North Somerset, and South Gloucestershire (BNSSG) Integrated Care Board (ICB).

The goal of the project was to develop an open-source computer simulation model capable of analysing the complex dynamics of patient flow. This tool would offer a potential blueprint for healthcare organisations nationwide grappling with delayed discharge pressures.

Central to the project was the application of Operational Research (OR) techniques – using advanced analytical models to dissect and solve complex systemic problems. Several team members brought extensive OR experience, with affiliations to The Operational Research Society, demonstrating the project’s robust methodological foundation aimed at enhancing healthcare efficiency.

A multidisciplinary, team-driving innovation

The success of IPACS hinged on its multidisciplinary collaboration. BNSSG ICB’s Head of Modelling and Analytics, Dr Richard Wood, and University of Bath Research Fellow Dr Paul Forte provided essential insights into real-world healthcare operations and ensured the project outputs were relevant and accessible to NHS decision-makers.

Academic leadership came from Professor Christos Vasilakis (founding director of the Centre for Healthcare Innovation and Improvement – CHI²) and Dr Zehra Onen Dumlu at the University of Bath, working alongside Professor Martin Pitt and Dr Alison Harper from the University of Exeter Medical School. This combined team undertook the intricate task of designing, developing, and validating the simulation framework.

Focusing on the critical ‘Discharge to Assess’ service

A key focus for the IPACS project was the transition of patients from acute settings into community care, specifically via the ‘Discharge to Assess’ (D2A) service. Optimising this service is key to improving hospital throughput. The project modelled the three core D2A pathways:

Pathway 1 (P1): Enabling patients to return home with domiciliary support.
Pathway 2 (P2): Providing bed-based rehabilitation for those needing more intensive recovery support post-discharge.
Pathway 3 (P3): Catering for complex care assessments, frequently leading to long-term care placements.

The IPACS model aimed to help optimise capacity planning and resource allocation across these vital pathways.

The BNSSG region: A relevant testing ground

The Bristol, North Somerset, and South Gloucestershire (BNSSG) region, serving approximately one million people, served as a practical case study. Its demographic mix and blend of urban and rural environments reflect challenges common across the NHS. The region’s D2A pathways were experiencing significant pressure, with high occupancy and discharge delays, providing a rich, real-world dataset and demonstrating the urgent need for the solutions IPACS explored.

Operational Research and simulation modelling in practice

Professor Vasilakis and Dr Wood pinpointed the core management challenge: the complex interdependencies between acute, community, and social care services. Bottlenecks in community and social care inevitably impact upstream services, contributing to emergency department pressures and ambulance handover delays.

The IPACS team used real-time data on patient occupancy and discharge delays to build their model. This allowed them to establish baseline performance and, critically, to run “what if” scenarios, varying parameters like length of stay and arrival rates to understand potential impacts of service changes.

Computer simulation modelling, a cornerstone of OR, was central to this. The model allowed the team to:

Simulate patient journeys through the D2A pathways in detail.
Test potential interventions virtually to assess their likely impact on flow and delays.
Analyse how best to allocate resources to mitigate discharge delays.
Account for time-varying demand patterns.

Built using the open-source ‘R’ programming language, the model prioritised accessibility and transparency.

Demonstrating real-world impact and future potential

The IPACS model provided valuable quantitative insights. Outputs clearly demonstrated the potential benefits of achieving target pathway splits and reducing lengths of stay within the D2A service. Significantly, estimates generated by the model were used to support a £13 million business case for enhancing the local D2A system – highlighting the project’s tangible value in informing strategic investment decisions.

The team acknowledged the model does have some limitations. It doesn’t yet capture every element of discharge, such as specific social care inputs, palliative care routes, or detailed post-D2A placement dynamics. Data completeness also needs some ongoing attention. Future work could involve expanding the model’s scope to incorporate social care elements more deeply, analyse the impact of acute capacity constraints, optimise home-based care models, and potentially develop faster analytical tools.

The ongoing challenge and strategic steps forward

Tackling delayed discharge requires effective strategies, and the IPACS project highlights the value of OR. Using OR methods such as simulation modelling allows NHS managers to better understand complex discharge pathways, evaluate potential solutions before implementation, and make more informed, evidence-based decisions about resource allocation to improve patient flow and reduce delays.

*Dr Zehra Onen Dumlu, Assistant Professor, University of Bath*

*Professor Christos Vasilakis, Founding Director, Centre for Healthcare Innovation and Improvement – CHI²*

UK digital health company launches Prevention Innovation Fund to support ICSs

By Integrated Care Journal

Holly Health has announced a £320,000 fund, offering systems access to psychology-based digital health services, enabling system leaders to move forward with prevention initiatives.

Long-term conditions (LTCs), mental health challenges, and multimorbidity rates are rising, with lifestyle risk factors the biggest cause. This is impacting system costs (£18.4 billion, or over three quarters of NHS expenditure, is spent on long-term care per year) and workplace sickness (38 per cent of people of working age on long-term sickness, report having 5 or more LTCs). The vast majority of people living with these challenges currently get no tailored support for lifestyle health improvement.

Holly Health has today announced a £320,000 Prevention Innovation Fund, offering up to four integrated care systems (ICSs) (or equivalents in Scotland and Wales) up to £80,000 credit each towards deploying a proven, psychology-based digital health coaching service, to increase self-management support across their region.

The goal of the fund is to help NHS system leaders to move forward with large scale prevention initiatives efficiently, supporting progress towards the three new UK healthcare strategy ‘shifts’, from treatment to prevention, hospital to community and analogue to digital.

Holly Health is a fully digital, yet personalised, health coaching service which supports patients to develop sustainable health habits across mental and physical health and most lifestyle risk factors.

Backed by the NHS Innovation accelerator, and with more than 200 GP practices partnerships around the UK, Holly Health outcomes show significant average health improvements across areas like exercise, mental wellbeing, weight and blood pressure. Additionally, GP appointments show consistent reductions after using Holly Health, especially in more frequent service users.

Steve Woodford, NHS Non-Executive Director at NHS England, said: “The NHS has an opportunity to shift towards a proactive, preventive and personalised care system, with the help of technology. Services like Holly Health can help to drive these changes affordably and efficiently. This is a great opportunity for ICB teams, enabling scalable self-management support for people living with or at risk of long-term conditions.”

There are two main ways in which ICSs will be able to launch Holly Health at scale. One is via traditional routes, deploying Holly Health via primary care and public health services. The second, a route fit for the future NHS, is to launch Holly Health to members of the public, via the NHS App, made possible by a brand-new collaboration between Holly Health and Patients Know Best, also announced today.

Patients Know Best (PKB) is the UK’s leading personal health record platform, enabling patients to access and contribute to their health records using the PKB website and via the NHS App. The new Holly Health and PKB integration allows the Holly Health digital health coaching service, and PKB records to ‘speak’ to each other, so that members of the public can transfer blood pressure readings and lifestyle health data into their personal records. ICS teams will also have the new opportunity to reveal access to Holly Health coaching, via PKB and the NHS app, supporting the government’s vision for a single place for people to manage their health.

Grace Gimson, chief executive at Holly Health, said: “We’re extremely excited to make this double announcement: the launch of our Prevention Innovation Fund, and go-live of our partnership with PKB. Both have the potential to drive huge systemic changes in UK healthcare, driving prevention and personalised patient care forward, at population scale.”

Mohammad Al-Ubaydli, chief executive at PKB, said: “Holly Health’s pioneering approach to preventative care, perfectly complements PKB’s mission of empowering patients with their health data. Together, we’re creating a seamless experience where patients can proactively manage their wellbeing and maintain a complete, holistic view of their health, all in one place to share with whoever they need to.”

ICSs, and their equivalents in Scotland and Wales, wishing to find out more about the Prevention Innovation Fund, and to apply, should contact hello@hollyhealth.io.

Catherine Davies, Director of Digital Healthcare Council, commented: “Holly Health’s new Innovation Fund is a great opportunity for NHS systems to deploy evidence-based solutions at scale. Their digital health coaching helps accelerate the Government’s three shifts, particularly from treatment to prevention, delivering measurable outcomes for the NHS while empowering patients to take control of their health.”

AXREM launches imaging IT Manifesto at the home of code breaking

By Integrated Care Journal

On 2nd April, almost 100 AXREM members and key external stakeholders gathered at Bletchley Park Museum for the launch of the AXREM Imaging IT Manifesto: Here to Enhance Patient Care and Improve Outcomes.

AXREM, the Association for Healthcare Technology Providers for Imaging, Radiotherapy and Care, has released its latest manifesto, Here to Enhance Patient Care and Improve Outcomes, at a specially convened event hosted at Bletchley Park. AXREM is the trade association representing the suppliers of diagnostic medical imaging, radiotherapy, healthcare IT and care equipment in the UK.

Bletchley Park was the headquarters of the British Military Intelligence Government Code and Cipher School during World War II. The estate employed 12,000 code breakers and staff. Bletchley Park was where Alan Turing and other agents of the Ultra intelligence project decoded the enemy’s secret messages, most notably those that had been encrypted with the German Enigma and Tunny cipher machines.

The event and venue were supported by headline sponsors Medihive, Sectra and Soliton IT and our other event sponsors Barco and Magentus.

The event kicked off in the Fellowship Auditorium with an opening address by AXREM Chief Executive Office, Sally Edgington, who told the audience: “I am sure you will agree in the world of healthcare, imagination is a powerful tool. It fuels innovation, creativity, and the breakthroughs that transform lives. Every medical advancement we’ve seen and every life-saving treatment, every new technology, every improvement in care began with someone imagining what could be. From the discovery of penicillin to the invention of imaging technologies that AXREM members provide today, that allow us to see inside the body, it all began simply by imagining.

“Imagine a world where communication was entirely encrypted, hidden behind layers of codes and puzzles, making it impossible for anyone to understand the information unless they had the key. For centuries, such encryption kept secrets safe, but it also prevented progress. It was only when brilliant minds like those who broke the Enigma code during World War II decided to challenge the impossible, to unravel the mysteries hidden within the most complex puzzles, that the world began to change. And from that pivotal moment, we saw the birth of a revolution that would eventually shape the future of information technology, transforming every aspect of our lives including healthcare.

“Code-breaking, at its core, is about unlocking potential—breaking down barriers that prevent us from accessing the full power of knowledge. In the field of healthcare, code-breaking represents the key to unlocking new possibilities for how we diagnose, understand, treat, and prevent diseases. It symbolises the ongoing evolution of data, communication, and technology, where each innovation leads to new ways of using information to save lives and improve our well-being.”

The event welcomed Bletchley Park historian Dr Thomas Cheetham who spoke about the history of codebreaking at Bletchley Park and how it is related to modern day cyber security.

David Lawson, Director of MedTech at the Department for Health and Social Care (DHSC) spoke about getting the basics right to support the adoption of new technologies and discussed some of what DHSC is doing to support this. Richard Evans, Chief Executive of the Society and College of Radiographers spoke about the importance of industry collaboration and the College of Radiographers Industry Partnerships Scheme (CoRIPS). Gareth Lambe, Medihive CEO, spoke about the work of Medihive, while Chris Scarisbrick, Customer Operations Director & Deputy Managing Director UK&I, spoke about Sectra’s work with medical technology and encrypted communication systems.

The focus of the event, however, was on the launch of AXREM’s Imaging IT Manifesto. AXREM Imaging IT Convenor and Chief Commercial Officer at Soliton IT, Bob Childe spoke about the manifesto in detail and concluded with the manifestos calls to action. Bob ended his speech by advising attendees, that AXREM members are our strength, and he hopes that key external stakeholders will call upon AXREM member expertise to assist in addressing many of the things in the manifesto.

MSE FT deploys AI-powered MyStaff App to boost compliance and efficiency

By Integrated Care Journal

With mounting pressure on nursing staff and increasing emphasis on patient safety protocols, the MyStaff App ensures that every healthcare professional has instant access to the most current clinical guidelines, reducing the risk of outdated information impacting patient care.

An AI-driven document management solution is demonstrating efficiency across NHS frontline services, reducing average document retrieval times from 10 minutes to just 30 seconds and unlocking 140,000 additional hours for patient care at Mid and South Essex NHS Foundation Trust (MSE FT).

The MyStaff App, developed in partnership with Diligram, is a cutting-edge digital governance tool designed to simplify access to over 1,500 policies, procedures, and patient care guidelines. By integrating AI-powered search, real-time updates, and mobile-first design, the app is dramatically improving workflow efficiency, reducing risk, and setting a new benchmark for digital transformation in the NHS.

With 90 per cent of the Trust’s 15,000-strong workforce actively using MyStaff App, MSE FT has demonstrated how digital innovation can drive faster, safer, and more streamlined operations across healthcare settings.

Historically, NHS staff have had to navigate outdated, fragmented systems to locate essential documents –leading to wasted time, inconsistent guideline adherence, and increased clinical risk. Before MyStaff App’s implementation, healthcare professionals at MSE FT spent an average of 10 minutes searching for a single document, adding unnecessary delays to decision-making and patient care.

Matthew Hopkins, CEO of MSE FT, explained why the Trust prioritised digital transformation: “One of the biggest inefficiencies in the NHS is time spent navigating multiple systems just to find key policies and clinical guidelines. By using AI to streamline access to critical information, we’re not only saving time but also improving compliance, patient safety, and governance across the Trust.”

Since rolling out MyStaff App in January 2024, staff adoption has risen by 78 per cent, with more than 864 documents accessed every day. These figures highlight a demand for smarter, AI-powered solutions to improve efficiency across NHS frontline services.

MyStaff App’s most significant advantage lies in its advanced AI search functionality, which allows users to retrieve the latest policies and procedures in under 30 seconds. This represents a 95 per cent reduction in search time, drastically minimising interruptions to patient care. The app’s intelligent indexing and natural language processing (NLP) capabilities mean that healthcare professionals can search for information using everyday language, removing the need for complex keyword-based queries.

Describing the impact of instant access to patient information leaflets, Dr Alex Hieatt, Consultant in Emergency Medicine at MSE FT, said: “Having immediate digital access to policies and patient information has transformed the way we work. It reduces delays, ensures patients receive guidance faster, and improves overall safety and efficiency.”

This is particularly valuable in high-pressure environments such as emergency departments, critical care and maternity services, where staff need to make rapid, evidence-based decisions without being slowed down by administrative barriers.

Beyond efficiency, MyStaff App is also enhancing governance and compliance. Before the app’s introduction, guideline compliance at MSE FT stood at 76 per cent. Since adoption, compliance rates have surged to 98 per cent and have remained consistently high for over six months.

Harriet Dobbs, Matron in Antenatal and Postnatal Services, highlighted how digital transformation is reducing clinical variation and improving consistency in patient care: “Having a single source of truth for policies means that when a guideline is updated, every nurse and doctor is working from the most current version. That kind of real-time synchronisation is critical for patient safety and regulatory compliance.”

With real-time audit tracking, MyStaff App allows healthcare leaders to monitor which documents are being accessed, when, and by whom – providing unprecedented visibility into workforce engagement and compliance levels.

As part of the NHS’s £2 billion digital transformation strategy, AI-powered solutions like MyStaff App are playing a crucial role in modernising outdated processes, improving workforce efficiency, and ensuring greater transparency in hospital operations.

Leslie Golding, CEO of Diligram, believes AI-driven automation is the future of NHS digital governance. She commented: “The NHS generates vast amounts of data every day, yet outdated systems mean much of that information is difficult to access or underutilised. MyStaff App is designed to bridge this gap, providing AI-powered automation that makes policy retrieval faster, compliance tracking smarter, and healthcare workflows more efficient.”

Unlike traditional document management systems, MyStaff App is fully optimised for mobile use, ensuring frontline staff can access guidelines from anywhere, at any time—whether on ward rounds, in theatres, or during patient consultations.

The success of MyStaff App at MSE FT has already led to wider adoption, with University Hospitals Bristol and Weston NHS Foundation Trust (UHBW) rolling out the system.

As NHS organisations continue to seek scalable, high-impact digital solutions, MyStaff App’s proven efficiency gains and compliance improvements make it an attractive model for national implementation.

Matthew Hopkins sees MyStaff App as a blueprint for NHS-wide transformation. He said: “One of the biggest inefficiencies in the NHS is time spent navigating multiple systems just to find key policies and clinical guidelines. By using AI to streamline access to critical information, we’re not only saving time but also improving compliance, patient safety, and governance across the Trust.”

With NHS leaders pushing for greater automation, better data management, and AI-enhanced decision-making, MyStaff App is part of a broader shift towards intelligent, integrated digital ecosystems in healthcare.

Key priorities for the next phase of NHS digital transformation include:

Further AI-driven automation to streamline document approval workflows
Integration with wider NHS systems for seamless interoperability
Enhanced analytics to provide Trust leaders with deeper insights into staff engagement and compliance trends

As demand for smarter, AI-powered solutions grows, MyStaff App is proving that real-world digital innovation is possible and already making a measurable impact on NHS frontline efficiency.

Digital care homes model could save ICBs £14 million annually, report shows

By Integrated Care Journal

New report sets out a blueprint for transforming health and care in the community, with real-world evidence suggesting that scaling the model across an ICB could reduce the cost of healthcare by £14.2 million annually, and over £360 million nationally.

A validated, integrated model of care delivery is transforming health management in care homes, with the potential to reduce the cost of healthcare for the NHS by millions annually, according to a report published today.

Led by Kent County Council, the model provides the care sector with tools and skills to enable early detection of deterioration and management of health risks – such as infections, chronic cardiac and respiratory issues, and other common causes of falls and exacerbations – reducing unnecessary conveyances and hospital admissions. The approach could deliver £14.2 million in annual savings for local health systems if scaled across all care homes in the Kent and Medway ICB alone, with savings from national adoption exceeding £360 million.

Transforming care through digital innovation and proactive change management

The report, co-authored by Care City – a Barking-based centre for healthy ageing and regeneration – and healthcare consultancy Candesic, in collaboration with Kent County Council and Feebris, proposes a blueprint for integrating data and technology to improve care delivery in the community. The model is built around three key pillars:

Proactive health in care homes: Equipping care staff with advanced training and digital tools to detect health issues early, preventing avoidable deterioration and exacerbations
Integrated multi-disciplinary collaboration: Improving coordination between care homes, GPs and community health teams through a connected digital infrastructure, allowing for the delivery of joined-up, person-centred care for residents with complex needs
Hospital-level care in care homes: Ensuring residents receive the care they need in the most suitable setting, cutting down avoidable hospital admissions and supporting care homes to manage acute health needs where appropriate

Real-world impact: Improving outcomes while reducing avoidable utilisation of emergency services

Focusing on the first pillar, the report includes an evaluation of a 12-month initiative running in Kent and Medway. Through this project, the Feebris virtual care platform was deployed across 24 care homes to deliver early risk assessment and proactive monitoring for 1,000 residents.

The evaluation demonstrates the impact of the integrated digital model of care delivery proposed, with key findings including:

75 per cent of care homes adopted proactive health workflows, enabling earlier detection of deterioration
8x fewer care homes experienced high volatility in care needs, improving resource allocation
Over 50 per cent fewer care homes reported above-average ambulance callouts, with 70 per cent fewer reporting high hospital conveyance rates
Hospital admissions dropped by 20 per cent, reducing strain on the NHS and improving resident outcomes

For care home residents, this means receiving personalised care that allows them to remain healthier for longer in a familiar environment. By detecting deterioration early, the appropriate healthcare service can intervene sooner and reduce any potential distress and disruption caused by emergency admissions while also mitigating risk of deconditioning.

£530,000 in NHS savings for every 1,000 care home residents annually

Over the 12-month period, the reductions in hospital admissions and ambulance callouts resulted in an estimated £530,000 in NHS savings, with 860 bed days freed up for every 1,000 care home residents, leading to a 5.2X Return on Investment.

Helen Gillivan, Head of Innovation and Partnerships at Kent County Council, said: “We’re proud to have led this successful initiative at Kent County Council, which is making a real difference to care homes, care staff and some of our most frail residents across Kent and Medway. Care teams tell us this system has become part of everyday practice, helping them to deliver more responsive, person-centred care that benefits both staff and residents.

“Social care is critical to the sustainability of our entire health and care system. As this research shows, investing in the sector doesn’t just benefit care providers – it strengthens the wider system, improving outcomes for our staff and for residents while easing pressure on health services.”

Removing barriers to scale: What can we change today to drive long-term transformation?

While the findings highlight the impact of digital innovation in social care, the report also puts the spotlight on key structural barriers preventing widespread adoption. It highlights a number of recommendations, including:

Restructuring financial incentives to enable social care providers to resource delivery of preventative interventions, given the impact demonstrated with the model adopted by Kent and Medway.
Strengthening the care workforce through greater investment in training and development, helping to attract and retain talent and recognising the vital role played in supporting ageing populations and reducing growing system pressures.

Matt Skinner, CEO of Care City, said: “This report is proof that social care can and must play a bigger role in the future of our health system. By empowering care staff with the right tools, training and trust, we can improve outcomes, reduce emergency demand and deliver more joined-up, preventative care. It’s been a privilege to support this work and co-author a blueprint for transformation that we hope will inspire action across the country.”

Dr Michelle Tempest, Senior Partner at Candesic, said: “This report represents a huge effort in gathering real-world data from across health, community and social care to showcase real impact and set out a proven model of transformation that meets the needs of our ageing populations. At a time when ICBs are under immense pressure and need support, this work provides an actionable roadmap to driving sustainability and impact.”

Tracy Stocker, Director of Operations at Medway NHS Foundation Trust, said: “We are pleased to see the results of our colleagues in Kent County Council and excited to say that we are aligned in our approach and looking forward to linking this work up with our Virtual Hospital vision. This is a springboard to building connected virtual ecosystems of care, centred on the patient, meeting them where they are, and coordinating our resources in the most efficient way.”

Dr Elina Naydenova, CEO and Co-Founder of Feebris, said: “It’s long been clear that transformational change is required to meet the growing challenges faced by the system, and as today’s report highlights, our partners at Kent County Council are leading the way with their approach. Given the tremendous financial pressures on health and care globally, now is the time for a grassroots movement of forward-thinking organisations to come together and evolve the care model to meet these challenges head-on.”

A summary and the full white paper can be accessed here.

For more information or to arrange an interview, please contact leo@feebris.com.

A broken process that is digitised is still broken – reflections from Rewired 2025

By David Duffy

Rewired 2025 offered a timely and valuable touchpoint for a healthcare sector still absorbing the shockwaves of seismic reform and uncertainty. Speakers struck a careful balance between optimism about the future and realism about what is possible in a resource-constrained environment.

A growing realisation is taking hold: there will never be enough money to meet every demand, so the key lies in driving system-wide improvements and enabling local innovators to lead the way. With this in mind, Rewired’s vast array of digital experts, NHS leaders and industry stakeholders put forward a cautiously optimistic vision of UK health and care’s future, with some using the platform to inject a dose of realism into the digital healthcare debate.

Abolishing NHS England – opportunity or risk?

Just days after the Prime Minister’s announcement to abolish NHS England, Rewired 2025 provided a platform for the sector to process the news and begin charting a path forward. Senior leaders, including NHS England’s Transformation Director Vin Diwakar acknowledged the gravity of the decision. However, he and many senior figures speaking at Rewired framed it as a necessary step to reduce barriers to digital innovation.

While uncertainty about the future was evident, the conference floor was abuzz with anticipation for the upcoming 10-Year Plan and how this can unlock innovation across health and care.

Diwakar also used his keynote to reassure innovators and tech suppliers that the Government remains committed to digital investment, with a stronger focus on interoperability and unified procurement. There is a sense that NHS England’s merge with DHSC presents an opportunity to free local innovators to drive implementation at pace.

Tech alone won’t solve the productivity crisis

NHS productivity fell by over 20 per cent in 2020/21, and bringing this back to pre-pandemic levels remains a monumental challenge. The government (much like every government in living memory) has claimed the solution lies in a digital future driven by AI.

There is no doubt that digital innovation and AI are part of the solution, but they are not magic bullets for this deeply complex issue. Increased digitisation does not automatically lead to increased productivity. As Pritesh Mistry of The King’s Fund put it:

“If you digitse a broken process, you get a broken digital process.”

The need to be realistic about digital was repeatedly borne out during discussions, with agreement that it is the job of sector leaders to tamper expectations and chart a realistic, iterative path to transformation.

Dr Marc Farr of East Kent NHS Foundation Trust highlighted the importance of reframing digital innovation to ensure staff buy-in. Technology should not only improve efficiency but also enhance staff satisfaction and happiness. All staff understand the need to be more efficient, but tech should also make the NHS a happier place to work. Stephen Powis echoed this in his keynote address, emphasising how effective digital tools can boost staff satisfaction and retention in primary care.

Getting a better deal on tech

Professor Powis also called for the NHS to drive better value from tech procurement, drawing comparisons with the NHS’s ability to negotiate favourable drug prices. A more strategic approach to tech investment could deliver better outcomes and cost efficiencies.

In a time where the NHS is being constantly told to live within its means and drive up productivity before receiving more funding, perhaps it’s time for tech suppliers to be held to account for extracting digital benefits. With such focus on short-term savings, the business cases for digital transformation are increasingly difficult to develop. It was suggested that suppliers who benefit from recurring funding from lucrative NHS contracts should take a more central role in ensuring trusts and systems are able to extract value from their solutions. Enhanced collaboration is surely good for business, good for the NHS, and good for patients.

True benefits of AI will be unlocked at system level

Dr Jess Morley of Yale University provided a refreshing dose of realism on AI in healthcare. In short, we have a long way to go before AI can transform our system.

The current impact of AI on NHS services is tiny, with significant limitations in infrastructure holding back its capability. As Dr Morley argued, “AI is a system level technology that allows us to redefine healthcare for the 21st century for modern populations, not simply address old problems with reskinned, age-old solutions.”

Healthcare is not just medicine, and the most important and impactful interventions (vaccines, testing, screening, etc) are made at the population level. In this context Dr Morley argued that the NHS is still only focusing AI on problems we already know how to solve, such as reading scans, rather than using it to transform systems. To harness AI’s full potential, it should be applied to developing population-level interventions.

Dr Morley went on to assert that our NHS approach to digital innovation is not yet centred on the right problems. The much-lauded potential of a single patient record across the UK, earmarked by many across the sector as the NHS’ key to future survival and sustainability, is “not a solution to modern problems”, and can never be paradigm-shifting as long as transformational thinking is based in silos.

What about social care?

One notable gap in the discussions for which I was present was the lack of progress in digital adoption within social care. There is a risk that, amid the current phase of NHS reform, social care could once again be left behind. Achieving digital parity between the NHS and social care remains a significant challenge and, if James Mackey’s new NHS England transition team is anything to go by, social care is going to be waiting a while before it receives the same attention for service transformation as the NHS.

Rewired 2025 underscored the need for both strategic investment and realistic expectations about what digital can achieve. The sector is moving towards a more mature understanding of tech’s role – not as a cure-all, but as a vital tool for improving both productivity and staff experience.

The role of digital nurses in transforming healthcare

By Integrated Care Journal

Judy Sealey, Clinical Solutions Specialist at Altera Digital and former nurse, health discusses the evolving role of digital nurses in health and care and explores why their roles are so important.

Digital nurses are registered nurses who already have a wealth of clinical experience and have developed expertise in using digital technologies to improve patient care. They bridge the gap between traditional nursing practices and the modern digital healthcare landscape, ensuring technology is effectively integrated into clinical workflows to standardise and streamline processes to improve patient safety and enhance their healthcare journey.

How and why did you make the transition into digital nursing?

Judy Sealey: I have worked in the NHS for over 15 years mostly in emergency department (ED) and critical care (ICU) nursing, I have also dabbled a bit in specialist fields like infection control, tissue viability and cardiology as I searched for my true passion. At one time, nursing education was where I thought my passion lay, however, it was while I was a clinical educator in an ICU that was using an electronic patient record (EPR) that my passion for digital healthcare technology blossomed. I started off by making suggestions for optimisations, becoming more involved in refining some of the workflows and ensuring that staff were adequately trained and comfortable using the system. This led me to a variety of other opportunities and experiences.

For the last thirteen or so years I have taken on several roles within this space. My greatest passion and desire is continuous improvement to healthcare delivery and the huge role digital systems plays in this. I know firsthand the challenges of excessive repetitive documentation, time wasted searching for patient paper records, inefficient and clunky digital tools and workflows. I leverage my nursing expertise and wealth of digital skills to advocate for more user-friendly designs, less complex workflows that will enhance patient care and reduce clinicians’ burden and burnout.

How do digital nurses affect patient care and outcomes?

JS: Nurses are the largest workforce in health and care and are therefore the primary users of digital systems. Digital nurses bring a unique skill set to the table. They leverage their clinical knowledge and expertise to enhance digital tools like EPRs, mobile health apps and telehealth platforms. By doing so, they ensure the system is user-friendly, practical, efficient and safe. For example, at Bolton NHS Foundation Trust, collaboration between digital and clinical teams has significantly improved patient safety through better EPR configuration and optimisations.

It sounds like collaboration is key. Can you talk a bit more about what happens when there’s a disconnect between clinical and digital teams?

JS: Unfortunately, that disconnect can often be traced to a lack of clinical input in the design and development of digital tools. Without clinical input, digital solutions may lack the context needed to be truly effective, which can disrupt workflows and compromise patient safety. That’s why digital nurses are essential – their input at every stage of the project ensures collaboration and bridges this gap, ensuring the creation of a system that enhances patient care and patient safety while improving efficiency.

How can healthcare systems better support digital nurses and foster collaboration?

JS: To truly support digital transformation, we need to invest in the digital nursing profession to ensure nurses have the necessary training, skills and dedicated time to be successful in this very important role. Digital nurses should be involved in all patient-facing digital projects, from planning, testing, training to delivery and optimisation. Nurses, being on the frontline, are uniquely positioned to identify service gaps and act on opportunities to make impactful changes.

NHS England’s National Chief Nursing Information Officer (CNIO) advocates for CNIOs in every NHS organisation. What’s your take on this?

JS: That’s a fantastic initiative. CNIOs are essential for every hospital because they play a vital role in ensuring the nursing perspective is represented in all aspects of digital health and care transformation. It underscores the importance of nursing leadership in driving the digital agenda and aligns with the goal of embedding digital nurses in all areas of care delivery. Crucially, the CNIO bridges that gap between clinical and digital teams, translating nursing needs into technical requirements and ensuring technology truly meets the needs of supporting patient care.

Looking ahead, what role do you see digital nurses playing in the future of health and care?

JS: As health and care continues to evolve, digital nurses will play a central role in driving the change in successfully navigating the future of digital healthcare. They will become more involved in the entire process, from selecting the most suitable digital solutions, to designing, implementing, testing, training and, indeed, optimising them. From EPR rollouts to telehealth projects and beyond, they’ll be key in ensuring that digital transformation truly meets the needs of frontline staff and continuously improves patient outcomes. Their involvement will drive innovation, improve patient safety and create efficiencies across the board.

Do you have any final thoughts for organisations looking to embrace the digital nursing profession?

JS: Yes, invest in your nursing workforce and be sure nursing curriculums include some aspect of digital training. Involve digital nurses in all patient-facing projects and make collaboration between clinical and digital teams a priority.

Without this, organisations risk digital transformations that compromise patient safety, hinder rather than support care and increase nurses’ workloads, which can contribute to burnout. An approach that embraces the involvement of digital nurses will drive effective inter-organisational collaboration that will help unlock the full potential of digital transformation and ensure it delivers real value to patients and staff alike.

Judy Seeley, Clinical Solutions Specialist, Altera Digital Health

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How technology can help reduce, rather than manage, healthcare demand

By Michelle Wheeler

By Michele Wheeler, International Health and Life Sciences Director at Lexica

Healthcare transformation is an ongoing focus in the UK. Economic growth and a healthy workforce are closely linked, with universal healthcare a critical factor.

Yet costs and demand continue to spiral. Living standards and medical innovation have extended lives, but it would be hard to argue that the benefits of better health are equally spread. While progress has been made across many disease areas, it has stalled in others, increasing the burden on the NHS.

The health service is forecast to have a deficit of £4.5 billion for 2024/25, needing to restrict spending by £8 billion to stay within budget and increase productivity by 2 per cent. It also needs to reduce a growing waiting list.

The problem with managing demand

To address this, successive governments have strived to reconfigure how healthcare is delivered over the years, all in an attempt to keep costs and demand contained. However, these endeavours have fallen short of their objectives. The reason? They fail to address the causes of increased demand, instead focusing on how to gatekeep and, ultimately, manage demand instead.

That may now be changing. Introduced in 2022, integrated care systems (ICSs) bring together health sector providers within a geographical area. Their mandate is to plan, shape, and deliver health services to meet their communities’ health needs. This decentralised, place-based model for healthcare is a step towards the holistic partnerships needed to reduce health inequalities.

Alongside other service providers, these partnerships can help design approaches and provisions that support individuals to focus more on early intervention and combat the risk of lost well-being and independence. More self-management, the use of remote technology to deliver care without overburdening the front line, and more reablement therapy are also key tenets.

The autumn statement signals that this place-based systems approach is here to stay, with significant fiscal support accelerating its pace and impact. This includes a £13.6 billion capital increase and a clear signal to invest in both technology and the estate required to increase capacity and performance.

The role of technology in addressing healthcare demand

The autumn statement also anticipates that advancements in MedTech, robotics, artificial intelligence and machine learning, and emerging technologies will be vital in reshaping efficient, affordable, and sustainable frontline clinical services. Critically, these can be achieved without compromising on equitable access and quality.

Of course, technology is already being deployed to improve healthcare delivery. More than half of patients with chronic diseases now accept remote healthcare via telemedicine, releasing millions of in-person appointments and substantial healthcare resource.

AI is shortening screening times for drugs to one day, offsetting shortages of specialists who interpret echocardiograms to diagnose heart disease, and speeding up diagnosis by between five to ten times. It is making hospital management systems smarter, with open, connected digital platforms for real-time visual management of operations, resources, patient flows, bed occupancy, and medical device use. It can help management make informed decisions needed to underpin performance and outcomes.

Hardware is also having a significant impact. In 2024, the UK Research and Innovation Future Flight Challenge funded the first national drone network in Scotland to transport essential medicines, blood, and other medical supplies, connecting hospitals, GPs, laboratories, and remote communities. Guy’s and St Thomas’ NHS Foundation Trust is currently trialling drone transport for blood samples to the labs, cutting transport time to two minutes and speeding up clinical decision-making.

Elsewhere, virtual reality glasses can provide clinical experts with the same view as being in the ambulance, support remote access to global surgical expertise for surgeon training, and, with robotics, allow remote surgery itself.

Even without the use of VR, the use of robotics is growing. The NHS conducted 56,600 robot-assisted surgical procedures in 2023, up 29 per cent on 2022.

Using technology and policy to tackle demand

All of these innovations offer better and safer access, less wasted time, and lower costs. However, to use them effectively, we need to understand the challenges in healthcare from multiple perspectives – patients, professionals, and management – and co-design care models that work. For patients, this means less time away from home and work to attend appointments, offering greater empowerment and less disruption to day-to-day life.

The focus on place, technology, and prevention should aid in this transformation. While efficiency, cost-effectiveness, and performance remain core principles in delivering services, the emphasis is now on “system” performance. That includes the optimal use of collective resources and leveraging technology to offset staff shortages, reduce dependency on high-cost facilities, and improve access to increasingly costly medical expertise and equipment.

A new watchword for healthcare demand

Costs are not going to stop rising, and without targeted, strategic intervention, neither will demand. The proper deployment of technology can dramatically increase the management and delivery of care, but at some point, the focus needs to shift to tackling why there is demand in the first place.

Rather than chasing solutions to alleviate the burden on the NHS, we should change the question to ‘How do we reduce our reliance on the need for social care services?’ Reducing demand, balanced with proactive prevention measures, is the new focus.