Devon Partnership NHS Trust has shared progress and at-risk programmes across its digital, data and technology (DDaT) portfolio, noting that it is “moving forwards within the available resources across many schemes”, but suggests board attention should be focused on the volume and diversity of transformation, along with the requirements of each programme.
On digital programmes of work, an Attend Anywhere refresh has been completed, and other DDaT projects are underway, including the installation of a bed flow solution, a people digital programme, and ePMA decommissioning. An information security project is due for delivery by the end of March 2027, covering multifactor authentication for partner access, NHS mail conditional access, Microsoft Sentinel clustering, SpecOps password management, NHSE cyber security operations service improvement, a system hardening programme, and the Devon ICS cyber dashboard.
The portfolio is noted as improving, with support and transformation work continuing, the board shares, whereas infrastructure is highlighted as steady or exposed, with infrastructure and cyber deemed to be at risk to March 2027. The board states that both clinical and data are at risk or worsening, with key implications being delays with the core care record, mental health assessments, requests & results, and community ePMA.
Mental health assessments digitisation is due at the end of September 2026, although the partnership reports the existence of “high anxiety” around process and practice changes due to the potential consequences of errors and high potential for supplementary records. Community ePMA is also due within the next six weeks, but delivery is delayed as a result of the phased allocation of resource. An ambient voice technology pilot is ongoing, with the board stating that technical challenges have been identified “as expected” in pilot phase.
Over the next quarter, the focus will be on confirming the transition from its core care record to EPR improvement, and the recovery of mental health assessments, requests & results, and ePMA programmes, the board confirms. Capacity for infrastructure, cyber, and data foundation work will be protected, and key projects will be converted from discovery to dated delivery plans.
Wider trend: Digital strategy and delivery
Ashford and St. Peter’s Hospitals NHS Foundation Trust has marked progress and ambitions around AI, EPR, robotics, and digital innovation in its latest trust strategy to 2031. The trust reports having made “significant advancements” in the use of digital technologies to improve patient care, highlighting its EPR roll out, and the roll out of robotic surgery in areas including colorectal, gynaecology, upper gastrointestinal, and general surgery. The use of AI triage and clinical prioritisation in areas such as dermatology and imaging is improving access for patients and freeing-up clinician time to focus on cases requiring further investigation, it shares. An AI steering group with Royal Surrey is also reportedly supporting collaboration around technological innovation and the use of AI in digital services.
A series of plans and commitments have been set out across digital delivery, digitally-enabled primary care, and digital triage by the board of NHS Greater Glasgow and Clyde. A delivery plan for 2026/27 promises “better use of digital and virtual tools”, a focus on digital innovation and infrastructure, and a digital-first approach to support the delivery of care closer to home. Digital access will become simpler and more joined-up, GGC states, with digital contact routes, digital records, voice tech, and Copilot-enabled productivity hoped to support improved access for patients and better information availability for staff. A sustainable blueprint is to be developed focused on delivering services in “the most optimum way”, taking a digital/virtual-first approach with an ambition of reducing costs by around five percent.
The newly formed West and North London ICB ten year clinically led strategy has proposed an additional £360 million recurrent investment in proactive, community-based care and mental health by 2028/29, adding to a £12 billion annual spend for the 4.5 million residents across the region. Feedback from engagement with communities and staff revealed challenges around access, inconsistencies with information, fragmented care, and a lack of coordination between services, WNL states. This indicates a need to rebalance investment toward prevention, early intervention, and community-based support. Ten principles underpin the strategy, including the £360 million to be invested in proactive, preventative, community-based care, improving outcomes, reducing avoidable demand, putting the system on “sustainable financial footing” by 2035/36, and investing in “what works”, based on evidence as a learning health system.
