West London NHS Trust’s latest digital strategy for 2025 – 2030 has been submitted for board approval, centred around six pillars, to cover robust infrastructure, cyber, systems optimisation, data and insights, AI and innovation, and empowering people.
Estimated capital investment for the delivery of the digital strategy is £29 million, to be phased over five years, with “clear milestones and benefits realisation targets”. A digital PMO and programme boards will oversee each pillar.
Years one and two will look to develop “strong foundations”, taking a look at existing systems, standardising workflows, establishing clear governance, and assessing digital literacy. Years two to four will focus on optimisation, with digital systems such as EPRs, data platforms, and business intelligence tools developed, digital tools introduced, workflows refined, and interoperability across systems enhanced. Longer term priorities in years four and five cover transformation at scale, system-wide interoperability, seamless digital care, and data-driven insight for proactive health management.
An objective is for digital infrastructure to be reliable and fit for the future, whilst intuitive systems will drive better outcomes and enable teams. The gap will be closed between isolated pilots and system-wide transformation, the digital needs of staff and the community will be a key focus, and the trust’s ability to harness real-time insights and accelerate the safe adoption of AI and predictive analytics will be strengthened.
These digital pillars are underpinned by key principles, West London shares, to see that technology meets the needs of patients, staff and the community; that complexity is not a barrier to adoption; that digital tools are accessible to all; that interoperability is a foundation, including data sharing and reducing duplication; engaging with industry best practice and continuous learning; future proofing by remaining agile and responsive to “emerging opportunities”; and focusing on initiatives that deliver measurable outcomes.
In years one and two, the trust aims to make improvements to its network, upgrade its systems, and make preparations for the move to cloud. For cyber, a baseline profile will be established and work will progress toward the full adoption of national tools. Systems will be reviewed, interoperability standards will be set, and core capacity and governance will be developed toward AI and innovation.
In the medium term, for years two to four, the transition to cloud will be made, flow into the single patient record will be enabled, and population health capabilities will be optimised from the FDP and secure data environment. For AI and innovation, controlled testbeds will be set up, with robust ROI evaluation, supported by specialist skills. AI and digital literacy will be embedded for the workforce.
As it looks to 2030, West London highlights longer term priorities such as AI-driven “self-healing” networks, fully enabled SMART clinics, a strategic cyber hub, AI automation, integrated wearable devices, real-time dashboards, and sustained industry partnerships.
The trust makes a commitment to maximising value by aligning procurement, sharing infrastructure solutions, and maximising funding opportunities, investing in hybrid cloud to enable access from anywhere, and transitioning to software-as-a-solution based solutions. In-house cyber capability will be strengthened, and role-based cyber training will be rolled out to specific “high risk” users. Systems will be simplified, EPR will support information flow and interoperability, rollout of proven technologies like ambient voice will be completed, and AI and predictive analytics will support proactive care. An automation roadmap will be drawn-up, according to the trust, with improved data quality and interoperability supporting neighbourhood health and integrated care.
A new CIO has been appointed to oversee the strategy’s delivery, with a head of cyber also appointed to oversee the cybersecurity pillar, the trust states. In its most recent meeting, the board shared that an AI policy and position statement have been developed, and an AI and innovation exchange page has been updated with new materials including policies, tools, and training resources. A demonstration of ambient voice has been completed with Tortus, with teams now working to scope integration with EPR systems and develop clinical safety and business cases.
For clinical systems optimisation, wider system integration is underway for ePMA, and SystmOne MINT optimisation is progressing with design standards co-produced with frontline staff. Windows 11 deployment has also been completed in line with the national deadline.
Wider trend: Trust digital plans
Alder Hey Children’s NHS Foundation Trust has highlighted progress around digital systems, AI, ambient voice and virtual care, and an upcoming upgrade to the AlderC@re EPR system to deliver additional functionality and keep pace with developments in AI and patient tools. Work is ongoing through the paediatric open innovation zone to develop its digital offer for families, including a digital portal offering access to health services. Ambient voice is now in place and integrated with Meditech, with more than 1,200 clinicians onboarded.
Black Country Healthcare NHS Foundation Trust has published its trust strategy and clinical strategy for 2025 – 2030, with a focus on a multi-year digital transformation programme set to improve service integration, build capability, realise benefits, ensure effective use of data, and standardise services. A vision is for all services to be supported through care navigation and shared digital records, and opportunities such as the optimisation of clinical workflows and improvements in data-driven decision-making will be explored and maximised. The goal is to fully deploy digital investments across bed management, patient portal, and EPMA, engaging and supporting clinical and operational teams.
Greater Manchester Mental Health NHS Foundation Trust has published its three-year trust strategy, supported by a series of enabling strategies outlining plans and priorities for care, people, working together, and research and innovation. The trust commits to exploring the potential uses of digital solutions and delivering digitally empowered care, vowing to use technology to make care more accessible and personalised, and to support colleagues to work “efficiently and effectively”. Plans around digitally empowered care involve promoting digital access to services and support, introducing new digital tools to make care more efficient, embracing new ways of working enabled by digital, and making it easier to collect, use, and share data to facilitate the planning of services and evidence-based decision making.
Following the announcement that Warrington and Halton Hospitals and Bridgewater Community Healthcare trusts will be joining to become one single organisation integrating community and hospital services, key milestones have been shared to underpin the organisations’ approach to digital integration. Existing reciprocal access arrangements will support staff in accessing each trust’s EPR systems, with clinical teams to “continue to share access where necessary”, the trusts report, with digital teams to explore technical solutions to enable click-through capabilities for alternative system views.
