The Government of Jersey has published a proposed budget for 2026 – 2029 with £381 million planned for health and care in 2026, representing a £12 million increase in spending planned for digital health and preventative care in the year, totalling £33 million.
The Health CIO of the Government of Jersey, Martin Carpenter, has taken to LinkedIn to welcome the government’s proposed budget for 2026 – 2029, citing its commitment to a multi-year programme focused on building a modern and integrated digital health platform that can be accessed by all care sectors, and plans for a unified single patient record “across health and care based on OpenEHR”.
Referring to the actions outlined in the budget as “a rare opportunity”, Martin continued to say: “This isn’t just a refresh — it’s a system-wide transformation, with interoperability, patient access, and data-driven care at its core.”
Among the highlights for 2026 are planned specific investments in cyber security, infrastructure, EPRs, and digital systems improvements.
The government also proposes steps to be taken to protect frontline health services from 2026, with a £77 fee introduced for those using the emergency department “for day-to-day healthcare which would more appropriately be provided in the community by their GP”. The government estimates 14,000 patients a year use the hospital emergency department for day-to-day healthcare.
A £55 fee is proposed to be brought in for people who repeatedly do not attend outpatient appointments, on a phased basis as Health and Care Jersey rolls out a new system that allows people to change their appointments online, as well as by phone. It’s estimated 12,000 people fail to attend outpatient appointments in a year.
Wider trend: digital transformation
A recent HTN Now panel discussion covered how to advance patient engagement using communication tech and patient portals, exploring adoption, engagement, the use of AI and automation technologies, functionality and the future role of patient portals and communication tech in tackling NHS challenges. We were joined by Jothi Vasan-O’Leary, medical information officer and outpatient clinical lead (GIRFT) at University Hospitals of Derby and Burton; Daniel Parkinson, digital IT project manager at Leeds Teaching Hospitals; Sally Mole, senior digital programme manager – digital portfolio delivery team at The Dudley Group; and Emma Stratful, chief operating officer at OX.DH.
Alder Hey Children’s NHS Foundation Trust has published an AI Strategy, outlining current and future AI work along with plans for benefits realisation, implementation, AI workforce development, infrastructure and data architecture. Driving the transformation are four key themes: enhancing children and young people centred care; empowering colleagues and freeing up time using intelligent automation, AI assistants, and smarter workflows; transforming outcomes for children and young people by delivering precision care through AI-optimised pathways, predictive analytics, and remote monitoring tools; and revolutionising paediatric diagnostics with “cutting edge” innovation.
An update on Scotland’s data strategy for health and social care has shared key achievements from 2024/25 and priorities for 2025/26. The update highlights the launch of the first iteration of the digital front door in NHS Lanarkshire in December 2025, plans to develop an interactive map for data ethics, a pause in GP IT system transition, work on the primary care data and intelligence platform, and an upcoming policy framework for the use of AI in health and social care.
We were joined for a recent HTN Now panel discussion focusing on the move from reactive to proactive care by experts from across the sector, including Dan Bunstone, clinical director at Warrington ICB; Patrick Denston, PCN digital transformation and change manager at Frimley ICB; Pete Thomas, CCIO and executive director of digital development at Moorfields Eye Hospital; and Joseph Waller, director at Aire Logic. The session looked at how NHS organisations are beginning to make the transition to proactive care, the kinds of data and digital tools required to make the change, and the impacts beginning to be seen on patient care, outcomes, and operational pressures.
