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.

London’s Universal Care Plan recognised for support to care for sickle cell disease

By Integrated Care Journal

Use of digital care plans for sickle cell disease hailed for giving healthcare providers visibility of patients’ unique medical history and preferences, enabling more compassionate and personalised care.

The introduction of the Universal Care Plan, OneLondon’s shared care planning solution powered by Better, has been hailed as a key improvement in the care of sickle cell patients, a group historically disadvantaged by misconceptions and poor-quality care.

The personalised care plan is designed to address individual patient needs, ensuring that preferences are documented in advance, which is particularly crucial for those who may experience severe pain and struggle to advocate for themselves.

Dr Subarna Chakravorty, Consultant Haematologist at King’s College Hospital NHS Foundation Trust made the comments during a recent event in London for Better’s user community. Dr Subarna, added: “What matters to the patient should be just as important as the medical diagnosis itself.”

The Universal Care Plan facilitates seamless access to essential patient information for healthcare providers, ensuring that critical details, such as oxygen saturation levels, are readily available during treatment. Developed with input from patients, the plan employs the ACT acronym—Analgesia, Compassion, and Trigger Testing—to guide providers in delivering appropriate care.

While currently available only within London, there is a drive to extend digitalised care plans for people with Sickle Cell Disease nationally, supported by training programmes for healthcare professionals to ensure effective use of the system. The project represents a collaborative effort to enhance the quality of care for sickle cell patients and sets a precedent for similar improvements in other areas of healthcare.

During the event, Solome Mealin, a PhD student and patient advocate, shared a deeply personal account of her battle with sickle cell disease, emphasising the vital role technology can play in improving care. “All I’ve known is pain, every day,” she said, recalling her experiences where, in the midst of a sickle cell crisis, her only lifeline was an off-duty nurse who understood her condition. Desperate and in agony, Solome had to rely on this nurse to call her colleagues at the hospital to ensure she received the correct care.

“One of the hardest things is not always being listened to by healthcare professionals. They say things like, ‘it can’t be that painful,’ leaving you feeling alone and helpless,” Solome explained, highlighting the emotional and physical toll of constantly having to advocate for herself.
Solome stressed the importance of personalised digital care plans, which give doctors immediate access to critical patient information, even in unfamiliar settings. “Every time I move or even go on holiday, I have to think about whether there will be a hospital nearby that understands my condition,” she explained.

With accessible digital care plans, healthcare providers can offer more consistent, compassionate care by understanding her unique medical history and preferences. “I believe that with better care plans and universal support for conditions like sickle cell, we can truly transform patients’ lives,” Solome said, her message clear: better systems mean better futures for countless people like her.

Dr Subarna and Solome were joined by the Head of the Universal Care Plan programme, Nick Tigere, during a panel discussion on the plan which highlighted the importance of collaboration between clinicians and digital systems, particularly in prioritising care needs for conditions like sickle cell disease. The panel stressed the necessity of incorporating clinician and patient feedback into the Universal Care Plan pathways to enhance usability and effectiveness and the plan’s utility, particularly during urgent care scenarios.

Looking forward, Nick Tigere confirmed plans to measure the UCP’s impact on patient outcomes, aiming to continue learning and sharing insights with integrated care systems (ICSs) throughout the UK.

New study underway on joint clinical trials between health tech and primary care

By Integrated Care Journal

A groundbreaking feasibility study in Northumbria is exploring the potential of collaborative clinical trials between health tech providers and primary care, with early results showing significant lifestyle and self-management improvements.

A first-of-its-kind randomised control trial in Northumbria is exploring the feasibility of cost-effective collaborative clinical trials, using digital interventions to support people with hypertension and depression and/or anxiety. Over a 12-week period, the Innovate UK-backed research project is involving patients by using Holly Health’s digital coaching service at home, emulating the real-world use of the service.

Cardiovascular conditions are the biggest cause of early deaths worldwide and over 19 million UK adults are affected by hypertension. However, as stated in the NHS Long Term Plan, “cardiovascular disease is largely preventable and the single biggest area where the NHS can save lives”.

Managing and preventing hypertension through lifestyle changes, including an improved diet and increased exercise, is critical. However, for many patients, self-managing the required changes becomes more challenging when combined with conditions such as anxiety and depression. For this reason, the need for innovative and integrated solutions that address both physical and mental health aspects is paramount.

Holly Health’s digital tool has the transformative potential of addressing the challenges posed by the comorbidity, enhancing self-management, reducing NHS costs, and improving national health outcomes.

Dr Justine Norman, Clinical Director for Quality and Research at Northumbria Primary Care, expressed excitement about participating in this unique feasibility study, highlighting the team’s interest in understanding how patients engage with and benefit from an innovative digital approach that address both physical and mental health conditions. Dr Norman added,

“The response from patients to take part in the research has been really encouraging. Now, we’re looking ahead to the study which has concluded this month and analysing the outcomes which will form a bigger six-month trial to measure the longer-term impact for our patients.”

The main outcomes of the study indicate strong patient engagement and positive lifestyle impacts. After using Holly Health for 12 weeks, 64 per cent of patients found the service useful, 69 per cent said they benefited from the service and 92 per cent found it acceptable as a digital health intervention. The app has helped improve participants’ lifestyles in the following ways, including:
●      Changes to eating habits
●      Reduced alcohol intake
●      Increased physical activity
●      Using the app to prompt better behaviours/habits

One participant finds the app very valuable and has become an integral part of her daily routine. She finds the ‘discovery’ resources and the notifications extremely useful. She also enjoys the reward feature and being able to tick off/complete a “habit” once she has done it. As an exploratory analysis, the study will look into changes in GP appointments and prescriptions after six months of using Holly Health. As an exploratory analysis, the study will look into changes in GP appointments and prescriptions after six months of using Holly Health.

Daniela Beivide, Chief Science Officer at Holly Health pointed out that prior studies for isolated conditions have demonstrated the positive impact of digital interventions, including a reduction of demand on services. She commented,

“We’re just as excited as our study partner, Northumbria Primary Care, to be investigating whether the same impact can be applied to supporting people with physical and mental health comorbidities.

If successful, there is huge potential to efficiently and cost-effectively scale the service for large populations to reduce strain on NHS services and create significant change in the economy of the country. We’re proud to be part of this cutting-edge approach where digital health companies and the NHS can partner to research and implement solutions at low cost and an accelerated pace”.

Holly Health’s intuitive app provides intelligent AI-powered coaching, habit reminders, education, and in-the-moment support to encourage regular actions for blood pressure and mood management, which empower individuals and improve self-management abilities.

The feasibility study is part of a Future Economy 12-month project funded by Innovate UK that has also enabled Holly Health to develop innovative features within its app, such as the Ecological Momentary Assessment (EMA) feature that gathers real-time user data for current mood and stress levels which can then be used to provide a more relevant and personalised coaching experience.

Digital Implementation, News November 18, 2024

From innovation to application: How healthcare must adopt an AI approach to patient engagement

By James Neal

Healthcare systems can learn vital lessons from other sectors further along the AI implementation transition, writes James Neal, Chief Revenue Officer at EBO.

Artificial intelligence and machine learning are already mainstream tools in many sectors, helping to automate manual tasks, accelerate processes, and drive innovation. In healthcare, the adoption of this technology will make today’s practices seem outdated in just a few years.

However, as we scale up these innovations, we must look towards other sectors that are further along in their AI journeys to absorb lessons that are prime for application in the NHS.

Meeting patient expectations in healthcare

Across multiple industries, AI is revolutionising user experience, setting new standards that healthcare providers should aspire to meet. Patients, accustomed to seamless digital interactions in other areas of their lives, now expect the same from healthcare. They seek easy access to care, free from bureaucratic hurdles and inefficiencies.

“Embracing AI is not just a choice — it’s a critical step for the NHS.”

As IBM’s Senior Vice President, Paul Papas, has observed: “The last best experience that anyone has anywhere becomes the minimum expectation for the experiences they want everywhere.” This is particularly true in healthcare, where outdated systems can no longer meet modern demands. Lord Darzi’s review has highlighted that many NHS processes remain clunky and inefficient, causing frustration for both patients and staff.

The imperative to adopt advanced technologies is clear. In an era of rising demand and limited resources, embracing AI is not just a choice — it’s a critical step for the NHS to deliver sustainable care.

Taking a leaf out of the financial services playbook

The NHS can learn from the financial services sector’s focus on user experience, innovation, and its shift from one-way communication to interactive, user-centred dialogue. All of these are crucial to the financial sector due to high customer demands and volumes – which are also acutely present in healthcare.

Automating user journeys to dynamically interact with customers 24/7 – in any language, on any channel, at any time – ensures that accurate information can be accessed immediately and at the user’s own convenience.

With the ability to complete thousands of repetitive tasks and workflows simultaneously, AI automation reduces 60-80 per cent of repetitive inbound enquiries from public-facing teams. This saves staff precious time and increases capacity.

Take Exinity, for example. This trading and investing fintech is having great success using EBO’s AI automation technology to process over 80,000 conversations a month across five languages (English, Farsi, Russian, Chinese and Arabic) around the clock.

By adopting AI automation technology, Exinity aimed to automate 40 per cent of incoming requests within the first year, but impressively, surpassed this goal within just three months. Today, 50 per cent of all conversations are fully managed by AI, leading to greater efficiency, enhanced satisfaction, and reduced operational costs. This has also freed up service agents to focus on more value-driven tasks, further enriching the overall experience.

In the context of healthcare, the same technology is empowering patients to have more visibility and control over their healthcare journey, improving the patient experience while reducing the administrative burden on healthcare providers.

How a private hospital is showing the way

Saint James Hospital is setting a remarkable example of AI adoption within the private healthcare sector, significantly boosting productivity, enhancing patient experiences, and reducing staff workloads. With over a million appointments each year and a rapidly growing patient base, the hospital’s patient services teams were struggling to manage appointment bookings, especially during peak hours. The increasing communication bottlenecks led to inefficiencies in workforce coordination.

“The solutions now handles over 12,000 appointment bookings each month.”

Through EBO’s AI-powered Virtual Assistant (VA), the hospital has provided a two-way communication channel which is available on the hospital’s website and via Facebook Messenger. The tool is the first use of AI by the hospital, which integrates directly with its hospital management system and EPR. Today, the VA interacts with patients and service users via two-way automated human-like conversation, answering questions 24/7, and managing appointment bookings from start to finish. Patients can book, cancel or reschedule their appointments without the need for human intervention. Thanks to its AI context and sentiment awareness, the VA identifies customer’s emotions and adjusts the dialogue accordingly.

The results have been transformative. The solution now handles over 12,000 appointment bookings each month, with 93 per cent of interactions being completed end-to-end by the AI tool. At peak times, it absorbs 40 per cent of the call workload, allowing staff to focus on more complex tasks. Patient satisfaction has soared, with a 96 per cent approval rating—demonstrating how AI can dramatically improve both operational efficiency and patient experience.

Shifting from analogue to digital

Adopting AI automation isn’t just about appealing to the ‘modern’ patient and being there 24/7, on any device and available in any language. It’s about making experiences patient-centric, increasing patients’ access to healthcare and enabling patients to navigate their pathways easily and efficiently.

Shifting patient engagement from an impersonal one-sided interaction to a patient-friendly, conversational, and inclusive model promotes a more accessible and natural way for patients to interact with their healthcare provider. By automating repetitive administrative tasks and streamlining processes, AI automation technology makes patient journeys more convenient and engaging – enhancing choice and empowerment.

It’s not just about focusing on technology and moving from analogue to digital. Virtual Assistants are sophisticated enough to foster meaningful conversations and understand patient needs. Engaging patients through two-way conversations simplifies complex inaccessible processes into universally adaptable communication channels that cater to individual patient needs. It’s about using data to turn the currently reactive processes into proactive and predictive models by using the volumes of data captured to forecast scenarious and outcomes in real-time.

Nearly 20 NHS trusts and health boards across the UK are already using EBO’s solutions and are seeing exceptional results helping to reduce workload, increase efficiency, and improve patient satisfaction.

Time to work smarter, not harder

By adopting AI, we can create a more seamless and patient-centred experience. AI can help automate routine tasks, allowing patients to book appointments, access their health records, and manage their healthcare with ease. These innovations aren’t just about efficiency, they’re about making the NHS more accessible, responsive, and patient-centric.

It’s time to work smarter not harder to help the NHS reform and non-clinical AI innovations are going to be a key enabler. AI is the productivity tool the NHS is crying out for, and we have it in the palm of our hands. Now is the time to apply it.

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NHS-backed study shows 73% reduction in GP waiting times using AI triage system

By Integrated Care Journal

An independent, NHS-funded evaluation has validated the transformative impact of an AI-powered Smart Triage system on primary care delivery in England.

The Groves Medical Centre, a leading family GP practice in Surrey and South West London, has achieved unprecedented improvements to patient access, practice capacity and sustainable staff working patterns after implementing Smart Triage.

Smart Triage, an AI-powered autonomous patient triaging system developed by health technology company Rapid Health, was implemented at The Groves Medical Centre in October 2023. The system has transformed patient access, enabling equitable and safe care based on clinical need rather than on a first-come-first-served basis.

An independent real-world evaluation, funded by Health Innovation Kent Surrey Sussex – one of 15 health innovation networks across England – and conducted by Unity Insights, has measured the impact of autonomous patient triage between October 2023 and February 2024. The evaluation assessed the system’s acceptability, implementation, effectiveness, and impact on health inequalities.

Key findings of the evaluation include:

Patient waiting times reduced by 73 per cent, from 11 to 3 days, for pre-bookable appointments
The practice had 47 per cent fewer phone calls at peak hours, with a 58 per cent reduction in the maximum number of calls, all but eliminating the “8am rush”
Same-day appointment requests fell from over 62 per cent to 19 per cent, significantly expanding the capacity for pre-bookable appointments
70 per cent fewer patients needed a repeat appointment, having received the right care on their first visit
85 per cent of appointments booked via the new system were delivered face-to-face, a 60 per cent increase compared to the pre-implementation period
Only 18 per cent of all patient requests were initiated over the phone after the system was implemented versus 88 per cent prior to it being implemented
91 per cent of appointments were automatically allocated without staff or clinical intervention

These changes have culminated in a better overall experience for patients at The Groves Medical Centre. GPs now spend 15 minutes with patients, rather than 10 – a 50 per cent increase. Additionally, the practice has achieved an 8 per cent increase in the number of appointments delivered per working day without hiring additional staff. Patients now have a wider selection of appointment slots to choose from, with an average of 61 slots available per patient appointment request. This has resulted in a 14 per cent reduction in patient no-shows, despite the practice already maintaining low DNA (did not attend) rates.

In contrast to traditional online consultation and triage tools that only collect information, Smart Triage fully automates the patient navigation process from the initial contact with their GP practice. Whether requesting care online, by phone, or in person, patients are guided through a series of questions based on their concerns. The system then assesses their symptoms and directs the patient to the most suitable care, even enabling immediate self-booking into the right appointments. This streamlined process empowers patients to access care at their convenience while relieving the practice from direct involvement in each request. This is the first time a study has proven an autonomous clinical system is safe and effective in doing this process end to end.

Dr Andrea Fensom, GP Partner at Groves Medical Centre, remarked: “Smart Triage has completely changed how we work. It has not only optimised our resources but increased patient access. Feedback shows that patients find it easy to use our online tool and it’s convenient for them, giving them multiple options for appointments where safe to do so and booking them with the most appropriate clinician for their problem. We are all very proud of these results.”

Jake Kennerson, Group Manager at Groves Medical Centre, added, “The positive outcomes we’ve seen in such a short period are a testament to the effectiveness of this innovative system. There’s been a significant decrease in the number of patients requiring same-day appointments and wait times have been drastically reduced. All of this change was achieved during the peak winter months and without any additional staff. If others were to adopt a similar approach, it could lead to transformative results for patients and the NHS as a whole”.

Carmelo Insalaco, CEO of Rapid Health, expressed his pride in the system’s success: “We’re really proud to see the extraordinary impact of autonomous patient triage at The Groves Medical Centre. These results reflect what we consistently observe with our customers across the country – the remarkable potential for Smart Triage to dramatically enhance patient access and choice, while solving the persistent challenges of lengthy waiting lists and disruptive morning bottlenecks. We look forward to further collaboration and expansion across the wider NHS to benefit more patients and healthcare providers”.

By implementing the software, GP practices and Primary Care Networks (PCNs) can improve patient access, reduce workload, unlock capacity and manage patient demand more effectively. With better access for patients online, call volumes are reduced and peaks in demand can be smoothed out, eventually eliminating the ‘8am rush’. This ultimately enhances and automates the Modern General Practice Access Model which was introduced by NHS England last year.