Mid Yorkshire Teaching NHS Trust (MYTT) has published its latest digital, data and technology strategy to 2030, showing a “clear shift from traditional IT and information to a more aligned approach of digital health and data science”.
Main focus areas include the consolidation of systems into a single EPR platform, the use of AI and intelligent automation, access to information and services, data science, robust and “cyber safe” infrastructure, a digital and data-driven culture, and digital inclusion.
Advancing the MYTT EPR strategy will involve consolidating multiple existing systems into a single EPR platform, “delivered as an organisational change and service transformation programme rather than a digital project”. A two-phase approach will be taken to delivering the EPR by summer 2028, followed by an estimated six-month period for stabilisation. This will form part of MYTT’s digital maturity journey, with expectations to achieve HIMSS stage 5-6 in terms of adoption and benefit delivery by strategy end (2030).
Plans around AI and intelligent automation are also shared, with the trust looking to introduce technologies such as ambient voice to free-up time for patient care and automate record-keeping. Robotic process automation is reportedly already in use for repetitive, rules-based tasks, with hopes to build on this on a unified West Yorkshire platform to “standardise and scale automation for processes such as data entry, appointment scheduling, and coding”. CoPilot implementation will advance to reduce admin burden, and advanced AI algorithms and behavioural analytics will support clinicians in diagnosing and tailoring treatments to individual patient needs.
The NHS App will become the “front door” for MYTT services, and the trust will continue to develop and optimise its patient engagement portal to allow seamless transfer to the app for patient access. Areas such as patient-led booking, patient-initiated follow-up, remote monitoring, and tech-enabled clinical dialogue will improve patient experience and empowerment. Solutions will be co-designed where appropriate to embed digital inclusion within the trust’s digital journey and help create a health and care system that is “accessible, fair, and responsive to the needs of all our patients, carers, and communities”.
From a data perspective, an intelligence-first approach will be taken to use statistical analysis to support decision-making, the trust shares. By 2030, MYTT also hopes to become a “fully data connected trusted system partner”, hosting data in the cloud and promoting seamless integration across care settings. “Progressing our foundations in advanced analytics, data science and system-wide collaboration, we will use our data not just to look back — but to look forward, predicting need, preventing harm and promoting equity,” it states. “By 2030 MYTT will be an exemplar in using data and analytics to drive population health improvement and reduce inequalities in outcomes, access and experience.”
In support of this data work, the trust aims to develop a core data science function to embed data maturity and work toward HIMSS Analytics Maturity Assessment Model Stage 5/6. This will incorporate AI and predictive analytics to support pathway and service redesign; analytics for prevention, demand modelling, and admission avoidance; and greater use of machine learning, statistical modelling, and AI in the development of trust digital systems.
To realise clinical and operational excellence through digital, data, and technology, the focus will be on embedding digital thinking into daily workflows, aligning digital initiatives with clinical priorities, continuously educating staff, fostering a culture where digital is seen as an enabler rather than a barrier, and measuring impact though digital maturity assessments and feedback loops. Teams will be empowered with digital literacy and advanced skills in AI and automation; cross-functional teams will bring together clinical, operational, and digital expertise to solve problems and drive improvement; and safe spaces will be created for innovation, piloting new tech, and sharing best practices.
“The Trust has made significant investment into its foundational infrastructure over the last 2 years, (Data Centre at DDH and core network),” MYTT says. “This investment underpins all other digital systems and ways of working. Continued development, supported by a multi-year cyber and infrastructure investment programme, will keep all key elements of infrastructure up to date and within manufacturer support.”
Measures of success set out by the trust include staff confidence in using data in decision making, advanced and AI skills training uptake, reduced technical debt, improved digital maturity, reduced system delays, improved data quality, reduced variation in care, interoperability with partners, and audit and compliance success.
Wider trend: Trust digital strategy
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