NHS long-term plan, in the short-term: Where tech must help now.

By Dr Mark Ratnarajah

Strategic realignment over the next 10 years is important. But what are the practical, inarguable early wins the government must try to achieve for an NHS now? Dr Mark Ratnarajah, UK Managing Director of C2-Ai and practising NHS paediatrician, offers some answers.

As the unveiling of the long-awaited NHS 10-Year Health Plan rapidly approaches, the need for certainty and direction has never been more pressing.

Staff at the centre are already being reorganised, systems are being re-defined, and productivity and workforce pressures facing the frontline mean that new ways of solving pervasive problems are all but guaranteed to be heralded as the plan hits the shelves.

The Chancellor’s June spending review has earmarked £10bn for digital – but looking beyond the NHS App and a new single patient record, how might this money be used to respond to pressures with new care models, and what must be done much more immediately rather than over the decade?

Here’s seven priorities the new long-term plan must address in the short-term.

Managing electives, preventing demand escalation

A key election pledge, the elective backlog will undoubtedly be prominent in the plan. Though important progress has been observed, NHS Confederation’s recent annual conference reminded delegates that millions of people are still on waiting lists. Addressing the real problem is however more complex than counting numbers.

The underpinning matter is how to manage demand and serve those in greatest need when they need it, so that they don’t deteriorate and subsequently compound demand growth. That’s a complex question but it is possible to answer by a shift in thinking: one where systems respond to a complete individual’s risks and consider the wider human impact, so that we don’t just shift demand from outpatients to A&E or primary care, and inadvertently push patients into other costly parts of the health system.

An immediate opportunity is to learn from pioneers, who have put technology to good use in identifying patients at risk of harm or added complexity while waiting. Trusts and systems have responded with interventions in the community to prevent downstream escalations. In those examples entire patient cohorts have been better supported, and have shown reduced emergency attendances, complications, and lengths of stay.

The plan’s response must be about more than keeping things hanging together. It must be about supporting the customer: the patient; especially if the NHS is to manage an anticipated overall 40 per cent growth in demand in the next 10 years – suggested by compound growth metrics being observed.

Driving prevention, anticipatory health, new citizen responsibilities

Prevention too has sat on healthcare conference agendas for decades. Now it must become reality. In part that means surfacing hidden risks, targeting interventions in communities to avoid harm, and looking beyond boundaries: enabling collaborative data insights on risk across NHS and local government.

New anticipatory pathways are what this really means in practice: predicting health needs at the earliest point. Proactive, rather than passive, healthcare means reducing reliance on the reactive and ensuring fewer patients coming through the front door. We need to address individuals’ needs at-scale before they manifest themselves in expensive ways that are not optimal for the patient or system.

Giving patients agency with targeted data is a must so they are participants and empowered to direct their own health decisions; and to ensure better readiness for the inevitable encounters such as surgery.

As citizens we need to take more responsibility. In mental health services patients are sometimes asked to commit to a contract that includes their responsibility. We might see more of that in managing more long-term conditions. That can only work if we can understand what specifically we expect patients to do to make a difference – technology-driven insight can make that relevant for each patient’s risks. We might better alert patients to the community activities that can help them, and we might better ensure the provision of those facilities to move from medicalisation to a wellness and wellbeing focus.

Supporting the new ICS landscape to manage local demand

Organisations designed by nature to enable cross-organisation convergence around patients, integrated care boards are seeing systemic overhaul just a few years after their creation.

As budgets and headcount are cut, and ICS consolidation advances, they could benefit from technology more than ever in gaining the insights to understand local needs and organise health and social care service configurations.

These organisations will remain central in enabling care to move closer to communities and in preventing downstream cost and pressure. Technology suppliers must support them during a turbulent time so that they can evidence decisions on where and how to deploy resource to address wider determinants of ill health, to respond to citizens and not just patient needs, and to avoid a refocus back on acute care.

Delivering the digital and data revolution

Digital to analogue is something that must now succeed to enable integrated care and decision-making.

New and innovative ideas must be able to scale where they show impact. And we must make a success where commitment has been made. Politics aside, imagine the conversations we could have been having about digital, rather than a focus on moving away from paper, if the National Programme for IT had actually succeeded.

We now need to focus on turning insight into action, on building optimised pathways of care, and on how we can make better decisions with amenable and accessible data that can change practice.

Improving maternity and peri-natal safety

Not in itself one of the three shifts, but maternity safety continues to hit headlines. The ability to deliver safe care here is the barometer for the health service. Well mothers and babies must expect to go in healthy and come out healthy. If we fail that, then we have a key confidence issue for the wider NHS.

Equally, if we can get maternity right, then we can probably get everything else right. In the short term the plan has an opportunity to bring about renewed transparency in quality and safety. That means more than investigations and reports that only shed light on matters after they have become scandals. It also means doing more than measuring compliance with processes through audit.

At least some of the billions being used for technology could be turned to address and prevent avoidable harm in maternity through data-driven insight, that allows early identification of service and system-level problems. There is an opportunity to create new intelligence, but only if we embrace a learning culture.

Building a learning, safe NHS

The fact that safety scandals continue to emerge shows there is more to do to ensure a culture of learning in the health service. Just as real-time insights could prevent harm happening for maternity, the same is true for other services across health and care. Reliance on reports that take place once every few years is not enough. A culture of ongoing transparency, where we can be open about mistakes, must be the direction of travel.

Some of the best performing hospitals in the world are already doing this. Karolinska University Hospital in Sweden, for example, delivers some of the best survival and complication outcomes in the world for severely injured and unwell patients. It has used UK grown technology to prove this, and in a relentless pursuit of quality, continuously works to understand and act on any sub-optimal outcomes. Such approaches could be equally impactful in the UK to allow us to both celebrate excellence and deliver support where it is needed most.

Health equals wealth, and vice versa?

There was a reassuring investment in health in the spending review. But with cuts to other government departments, and the need to respond to ever rising global insecurity, public spending is under closer scrutiny than ever.

To deliver best value, the coming plan might therefore ask: what must we stop doing in order to fund new models of care delivery.

It might also ask questions about the relevance of industries that sit around the NHS to GDP – notably health tech, pharma and life sciences. Could the globally competitive nature of these UK companies be of interest as a means of wealth generation for the country, and to ensure it can continue to afford a health service?

And with phrases like ‘wealth is health, and health is wealth’ being increasingly heard, the plan might consider how a thriving SME sector that invests in the communities it serves could be a positive source for tackling inequity that so often leads to costly ill-health – wealth being a driver of health, and indeed the resilience of the nation.

*Dr Mark Ratnarajah, Managing Director, C2-Ai and practising NHS paediatrician*

Government promises clinical trials boost ahead of 10-Year Plan announcement

By Integrated Care Journal

The government is pledging to increase access to clinical trials for millions under its Plan for Change, which will eventually see NHS App notify users of clinical trials based on their health data and interests.

The government has pledged to increase access to clinical trials for millions as part of its drive to modernise patient care in the NHS and drive economic growth. The Plan for Change, set to be released as part of the upcoming 10-Year Health Plan, will enable NHS App users to browse and find trials suited their needs and interests, via the NIHR Be Part of Research service on the App.

The plan also aims to increase access to new treatments by accelerating trial set-up times and turning the UK into a ‘hotbed of innovation’. Through the App, public reporting will show which NHS trusts are delivering on trials and which area falling behind, with future funding set to be prioritised for the best performing trusts.

Eventually the plan will see the NHS App automatically match patients with studies based on their own health data and interests, sending push notifications to users’ phone about relevant new trials to sign up to.

It comes as the National Institute for Health and Care Research (NIHR) launches a UK-wide recruitment drive for clinical trials – the biggest ever health research campaign – to get as many people involved in research as possible. Adults across the UK are being urged to register, with underrepresented groups including young people, Black people and people of South Asian heritage particularly encouraged to sign up, at bepartofresearch.uk.

The 10-Year Health Plan will aim to bring transparency over which NHS trusts are performing well in clinical trials, and which are not. All NHS trusts and organisations will need to submit data on the number of trials being conducted and the amount of progress being made.

Public reporting will show the number of trials sponsored by both commercial and non-commercial sponsors at specific trusts and other organisations, including universities or primary care sites. It will reveal to the government, patients, investors, and Trust boards which NHS organisations are performing well and which are falling behind. Government investment will only be prioritised for the Trusts that can prove they can support the NHS to deliver the treatments of tomorrow.

Health and Social Care Secretary, Wes Streeting, said: “The UK has been at the forefront of scientific and medical discovery throughout our history. Some country will lead the charge in the emerging revolution in life sciences, and why shouldn’t it be Britain?

“The 10-Year plan for health will marry the genius of our country’s leading scientific minds, with the care and compassion of our health service, to put NHS patients at the front of the queue for new cutting-edge treatments.”

In recent years, the UK has fallen behind as a global destination for these trials, with patients and the wider economy missing out. It takes around 100 days to set up a trial in Spain, but around 250 days in the NHS. The plan will see commercial clinical trial set-up times fall to 150 days or less by March 2026 – this will be the most ambitious reduction in trial set-up times in British history.

The government is now pledging to cut set up times for clinical trials. Currently, trials have to agree separate contracts with each part of the NHS they want to be involved. The plan will introduce a national standardised contract which can save months of wasted time, as well as simplifying paperwork to remove duplication on technical assurances.

This means if any authority asks for evidence from a study, they can provide it once without having to spend time reframing that evidence differently to meet a separate criteria for another authority.

In the coming weeks, the government will publish its 10-Year Health Plan. The plan aims to restore the UK’s position as a world leader in clinical trials, enabling it to attract global talent and drive investment into the UK. The government hopes that this will spur economic growth, improve the standard of care to support a healthier population, and make the NHS more financially sustainable.

Professor Lucy Chappell, Chief Scientific Adviser at the Department of Health and Social Care (DHSC) and Chief Executive Officer of the NIHR said: “We know the benefits of embedding clinical research across the NHS and beyond. It leads to better care for patients, more opportunities for our workforce and provides a huge economic benefit for our health and care system. Integrated into the NHS App, the NIHR Be Part of Research service enables members of the public to be matched to vital trials, ensuring the best and latest treatments and care get to the NHS quicker.

“Ensuring all sites are consistently meeting the 150-day or less set-up time will bring us to the starting line, but together we aim to go further, faster to ensure the UK is a global destination for clinical research to improve the health and wealth of the nation.”

Dr Vin Diwakar, Clinical Transformation Director at NHS England, said: “The NHS App is transforming how people manage their healthcare, with new features letting them see their test results or check when prescriptions are ready to collect – all at the tap of a screen.

“We’re making it easier to sign up for clinical trials through the NHS App so patients can access new treatments and technologies earlier, improving their quality of care.

“The Medicines and Healthcare products Regulatory Agency (MHRA) – which makes sure that medicines and healthcare products available in the UK are safe and effective – has already improved its performance.”

Nicola Perrin, Chief Executive of the Association of Medical Research Charities, commented: “Clinical trials are good for patients, the NHS and the economy. But both commercial and non-commercial trials in the UK have closed because of failures to recruit.

“It’s encouraging to see the government recognise that boosting access to clinical trials must be a key part of the 10 Year Health Plan. Transforming clinical trials is an important step in truly embedding research in the NHS, securing the UK’s position as a leader in life sciences and offering a lifeline to patients.”

North West extends digital support for up to 275k unpaid carers

By Integrated Care Journal

The move sees Wigan Council join a growing number of local authorities aiming to better support unpaid carers through accessible, round-the-clock digital tools and resources.

Up to 275,000 unpaid carers living across the North West of England can now access an expanded range of support services, including an online community forum and tools to help claim financial support, as the region looks to boost help for this vital community.

This milestone comes as Wigan Council announces it has become the latest local authority in the North West to roll-out a tech-powered initiative designed to connect and support those looking after friends, family and neighbours. This support is being delivered in partnership with the UK’s largest community of unpaid carers, Mobilise.

This latest backing from Wigan Council takes the number of North West carers able to access the digital support to up to 275,000.

At least 31,442 people identify as unpaid carers in Wigan, comprising 1 in 10 of the local population. The new initiative will provide an added layer of on-demand support for anyone who looks after someone in the area, including those who may not identify as ‘carers’ or realise they are entitled to support.

As part of this, the initiative aims to uncover and widen access to support for 3,900 people who have not previously engaged with any support in Wigan.

Wigan Council follows nine local authorities in Cheshire and Merseyside who joined the same initiative in October last year. This saw 243,000 unpaid carers in Cheshire and Merseyside gain access to the tech-powered support. 8 in 10 (79 per cent) Cheshire and Merseyside carers had not accessed any support prior to the digital initiative rolling out across the region.

The new services can be accessed remotely via an online hub and include:

An online peer community of hundreds of thousands of fellow carers from across the UK, with a community forum and regular events to share experiences and advice
Self-service tools to help carers understand the different benefits they may be entitled to (including Carer’s Allowance), check their eligibility, and access different support
Tailored 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 ‘Mobilise Assistant’ is also available to help carers quickly and easily find the specific information, resources or support that they need, using their own words.

In Cheshire and Merseyside, the majority (51 per cent) of carers currently accessing these digital services rely on the support outside of working hours. Now also available to carers living in Wigan, the on-demand offering will supplement existing support in the region, including in-person services provided by local organisations such as the Wigan & Leigh Carers Centre.

Councillor Angela Coleman the Cabinet Member for Adult Social Services at Liverpool City Council, commented: “Our priority is ensuring that all carers living in Liverpool can access the support they need, when they need it. Partnering with Mobilise to offer on-demand, remotely available services have helped extend our ability to deliver this support. With more carers engaging with support for the first time, and the majority accessing the new services outside of working hours, the impact is already clear to see.”

The initiative in both Wigan and Cheshire and Merseyside is being funded by the Government’s Accelerating Reform Fund.

For more information about the support now available in Wigan, see here. For more information about the support available across 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.

Case study 1:

Alison Lodder, who cares for her husband in the North West, said: “My husband was diagnosed with MS almost thirty years ago, just two years after we got married. I’ve cared for him ever since. During my caring journey, I’ve found different forms of support have helped at different times. For example, my local carers centre has been a lifeline in the past, and a care worker now comes to the house to provide more regular support whilst I get ready for work in the mornings. Juggling part-time work with my caring role restricts the times that I can access wider support. But, since joining Mobilise, I’ve always had another carer to chat to when I find a moment for myself in the evenings, or an expert on hand to offer advice when I need it the most.”

Suzanne Bourne, co-founder and Head of Carer Support at Mobilise, commented: “As unpaid carers, it’s vital we get the support we need to protect our own wellbeing, and continue to look after our friends or family at the same time. But caring responsibilities don’t always start and stop in line with traditional working hours, or allow us to leave those in our care alone. This is where on-demand digital support can help.

“I’m grateful that, alongside local carers organisations like Wigan and Leigh Carers Centre, Mobilise is now able to help more carers across the North West access support whenever and wherever they need it. Our new partnership with Wigan Council, and our continued work with local authorities across Cheshire and Merseyside, will help ensure that no one has to navigate the daily realities of caring alone.”

Case study 2:

George, who cared for his mother in the North West

George Smith who cared for his mother and lives in Cheshire, said: “I moved in with my mum in 2023 after a nasty fall led to mobility issues and various complications that left her unable to look after herself.

“You don’t expect to become a carer. I certainly wasn’t prepared for how it would impact me physically and mentally. There were many times when I felt lonely, guilty, and like I was losing my sense of identity. Talking to other carers helped me realise it was okay to take time out for myself. The Mobilise community also helped me realise I wasn’t alone. They opened my eyes to how many of us look after loved ones who we might once have relied on ourselves, and how many of us will come to rely on those around us in future.

“I cared for my mum up until she passed away earlier this year. And I wouldn’t have had it any other way.”

Councillor Keith Cunliffe, Portfolio Holder for Adult Social Care at Wigan Council, said: “We are proud to be working with Mobilise alongside Wigan and Leigh Carers Centre in this innovative partnership to better support unpaid carers across Wigan Borough. Unpaid carers are vital to our communities and it is so important that we continue to find new and effective ways to support them. By embracing digital innovation, we are ensuring carers can access the help they need, when they need it and in a way that fits around their busy lives.”

Christine Aspin, Chief Officer at Wigan and Leigh Carers Centre, said: “As Chief Officer at Wigan and Leigh Carers Centre, I am announcing our partnership with Mobilise. This collaboration alongside our ongoing work with Wigan Council will enable better support for unpaid carers in the Wigan Borough. By utilising innovation and technology, we aim to address carers’ needs effectively, providing essential resources, support, and assistance at a time and convenience suitable for the carers.

“This partnership emphasises the importance of collective efforts in fostering positive community engagement and improving wellbeing. We aim to offer support beyond conventional hours, ensuring targeted assistance for working carers and those who cannot access daytime services. Caring does not fit a 9-5 model, so support will be available to carers as and when needed. Our goal is to ensure that every carer in our community has access to the help they need, precisely when they need it most.”

The NHS efficiency dilemma: Is AI really the answer?

By Peter Corpe

Despite the major digital transformation efforts ongoing across the NHS, money alone will not solve the challenges the health service faces. Neither will simply bolting AI solutions onto outdated processes, writes Peter Corpe, Industry Leader, UK Public Sector at Appian.

Despite the Government’s commitment to ‘bring the NHS into the digital age’ in its AI Opportunities Action Plan, healthcare organisations overwhelmingly still rely on legacy systems that aren’t fit for purpose. The recent State of Digital Government Review from the Department for Science, Innovation and Technology (DSIT) highlighted, the technology resource gaps that continue to derail work, waste time and delay essential services.

This is not just an inconvenience – it’s a growing crisis. A recent UK Public Sector Efficiency Survey revealed that NHS employees lose an average of five hours per week to clunky, inefficient systems. That adds up to a staggering 7.5 million hours of wasted work every single week. These valuable hours could be reinvested in treating patients, improving safety, and providing a better service. By addressing these systemic inefficiencies, we can improve healthcare services and enhance patient outcomes.

The UK Government announced the much needed £3.25bn Transformation Fund to boost public service efficiency in its latest Spring statement. It’s poised to drive productivity in public services, including the NHS, at a time when efficiency is under immense scrutiny. Backing a range of initiatives, the fund will include the introduction of AI tools to revolutionise front line service delivery.

But if we are serious about modernising the NHS, money alone will not solve the problem – we need targeted, measured reform. AI and automation are rightly gaining momentum in the sector. However, AI is not a magic solution on its own. Its effectiveness depends on the quality of the data it receives, and how well and quickly we act on insights. If we aren’t prepared to act on its findings quickly, we create bottlenecks instead of breakthroughs. Without the right groundwork, AI risks producing noise instead of value. AI must be embedded into well-designed processes to ensure it delivers real economic benefits.

I am often asked what are the biggest technology challenges in healthcare today, and what are the opportunities and barriers for the sector to use AI effectively. My response typically focuses on the following areas:

Manual services and outdated processes

Despite ongoing digital transformation efforts, most departments still rely on manual processes. The DSIT report reveals that 45 per cent of NHS services lack a fully digital pathway, with very few eliminating manual processing entirely.

The impact of outdated processes is felt directly by patients and healthcare workers alike. When services remain paper-based or rely on fragmented systems, productivity suffers, and resources are stretched thin. The functioning of these fragmented systems relies on ‘human glue’ – workers manually bridging siloes of data and process, which prevents recognition of the core deficiencies.

Streamlining these processes through digital transformation is not just a matter of convenience. It’s essential for improving efficiency, reducing administrative burdens, and ultimately enhancing service delivery for the public.

Process modernisation and automation is the most powerful lever available to drive service reform for such tasks. A process orchestration solution can automate time-consuming tasks such as data entry, appointment scheduling, progress tracking, compliance, and reporting. Automating these actions would enable a shift towards time spent on value-driven activities that can improve both internal efficiency and service delivery.

Fragmented and underused data

When data is scattered across multiple outdated legacy systems, information access and related processes slow down for everyone. This impacts productivity and the ability to resolve case work at speed. This lack of data integration also limits the potential of AI, machine learning, and advanced analytics. These data-driven technologies can only work with seamless access to high-quality data, to drive innovation and improve decision-making.

For the NHS to be truly AI-ready, the data must be in order. Solving this starts with adopting a platform that connects data and processes woven into a single framework. A data fabric, for example, creates a virtualised layer that links data across systems without needing to migrate it.

With advanced data management, organisations can train, refine, and deploy AI models more effectively, transforming vast amounts of information into valuable insights. High-quality data is the fuel AI needs to enhance decision-making and drive efficiency. Without it, the potential of a modern digital NHS will remain out of reach.

The future of AI-driven processes in the NHS

Optimism about AI is growing within the healthcare sector. 64 per cent of NHS workers have some or high confidence in AI’s potential to improve their organisation’s efficiency.

The key to unlocking AI’s full potential is embedding it within existing processes. Process is where actions happen. It’s where healthcare professionals make decisions, allocate budget and resources, serve patients, and move things forward. When AI operates within processes, it gains purpose, governance, and accountability – all vital to delivering value from AI.

While organisations are under pressure to integrate AI, its success depends on strong data infrastructures and human oversight. AI should be a partner, not a replacement, ensuring efficiency and innovation without compromising security or accountability.

To sustain long-term growth, healthcare organisations must invest in agile platforms that adapt to rapid AI advancements with process orchestration technologies. A platform approach can streamline operations, enhance decision-making, and improve service outcomes. Embracing these tools isn’t just about modernisation, it’s essential for efficiency, stability, and better healthcare service delivery.

Now is the time for the NHS to seize the opportunity. Every part of our health service runs on processes – from patient referrals to hospital workflows. When we improve these processes with automation technologies like AI and process orchestration, we create better working environments for our healthcare workers, improving service delivery for our NHS, for the betterment of patients.

NHS Surrey Heartlands partners with Community AI to deliver socially-driven investment in local priorities

By Integrated Care Journal

The partnership leverages a data-led model, harnessing local insights to support initiatives aligning with local priorities and needs.

NHS Surrey Heartlands Integrated Care Board (ICB) has entered into a strategic collaboration with technology platform Community AI, to harness voluntary supplier investment in support of community wellbeing initiatives across Surrey.

At the heart of the partnership is Community AI’s COMMUNITY VALUE™ framework, a data-led model that enables public bodies to align supplier contributions with the most pressing local needs. The framework draws on verified local data to identify where resources can have the greatest impact, directing support to initiatives that reflect the priorities of residents and service users.

The approach enables NHS Surrey Heartlands to secure additional, no-cost investment into its communities – supporting health and wellbeing outcomes without placing additional strain on public finances.

“This collaboration with Community AI is a significant step in how we think about procurement as a driver of better health and wellbeing for our communities,” said Jack Wagstaff, Executive Director of Strategic Commissioning at NHS Surrey Heartlands. “By using verified data to guide investment where it’s needed most, we’re ensuring that every pound of supplier engagement delivers measurable social value. This is about smart, inclusive innovation—and doing more for the people we serve.”

The COMMUNITY VALUE™ framework bridges public need and private sector capability through a transparent and equitable model of voluntary engagement. Community AI brings together smart technology, procurement expertise, and marketing insight to direct supplier contributions to projects that deliver tangible outcomes for communities.

Paul Polizzotto, Founder and CEO of Community AI, added: “We are honoured to work with NHS Surrey Heartlands to help bring new, voluntary investment into the community in a way that is transparent, equitable, and impactful. Our COMMUNITY VALUE™ framework helps bridge the gap between private sector capabilities and public sector needs—delivering verified outcomes at no cost to taxpayers.”

Beyond Surrey, Community AI is also working with Birmingham City Council and the Tees Valley region on similar programmes, signalling a growing appetite among local authorities for data-driven and socially responsible procurement models.

The partnership comes as part of Surrey Heartlands ICB’s drive to explore innovative, value-based approaches that enhance community wellbeing, strengthen local partnerships, and improve long-term outcomes without additional financial burden on the public purse.

Digital Implementation, 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.