Lewisham and Greenwich NHS Trust has published its digital strategy to 2031, highlighting plans for an EPR go-live in 2027, the roll out of ambient voice technology, AI-assisted diagnosis, and automation.
Over the last five years, significant upgrades have been made to core network infrastructure, along with investments in cyber security, and the introduction of clinical systems such as EPMA, bed management, and a new patient portal with NHS App connectivity, the trust shares. “However, we are not where we want to be,” it continues. “There are ongoing frustrations: incomplete EPR functionality, technical debt, and a division between community and acute in terms of EPR.”
Over the next five years, work will be underpinned by key enablers including core functionality of an EPR, shared care records, AI-assisted documentation and diagnosis, automation, predictive analytics linked to population health analysis, wearable integration, and a digital-first outpatient service, according to LGT.
A major component will be ensuring colleagues have confidence in the technology they are using, focusing on a single EPR for clinical applications, LGT continues. Plans are for an EPR go-live in 2027, followed by a focus on optimisation, and a consultation post-deployment to realign and focus on innovative tech.
For year one and year two, priorities cover data management and user presentation, Power BI reporting, cloud/hybrid architecture, automation to streamline operations, pilots for AI and automation in corporate functions, virtual wards, and smart hospital tools. In year three, these shift to retiring legacy systems, embedding clinical decision tools, smart hospital planning, population health and data warehouse functions, predictive tech pilots, and agentic AI for dashboards and monitoring.
By year five, LGT hopes to have moved to explore research partnerships, digital support hub expansion, seamless integrated care pathways, real-time analytics, smart hospital models, single patient record access, and scaling of automation and AI. Population health management will advance using genomics, wearables, research, and innovation, it states, and patients will be empowered through technology with the NHS App as the digital front door to services.
LGT outlines its ambition to achieve HIMSS Level 7 by the end of the strategy, with other core measurements of success including adoption rates of digital systems and services, staff and patient feedback, improvements in clinical outcomes and operational efficiency, cybersecurity compliance and system uptime, and progress toward digital inclusion targets.
Neil Goulbourne, LGT deputy CEO and chief strategy and transformation officer, said: “This strategy sets out a bold step toward a connected, intelligent digital environment that strengthens our services and supports our staff. By investing in a single EPR, modern infrastructure, and data‑driven innovation, we are building a secure, resilient foundation for the future of care.”
Wider trend: EPR
The board of Bedfordshire Hospitals NHS Foundation Trust has shared “significant progress on strengthening its cyber posture and infrastructure resilience”, noting work to explore future EPR options, AI-enabled transformation, and data-driven improvement. An external consultancy review of future EPR options has seen engagement with stakeholders, market analysis, regional engagement with neighbouring trusts, and initial cost benchmarking, according to the board. Next steps include detailed costings and the development of a recommended way forward, along with potential benefits realisation to inform longer-term decision making. “In particular, it should help us understand whether solutions with apparently higher capital and/or revenue costs could be justified, even in the current financial climate, once the scale and breadth of the potential benefits are better understood,” the board adds.
University Hospitals Plymouth NHS Trust has gone live with its electronic patient record, joining Torbay and South Devon and Royal Devon, to form a shared digital record across Devon. The go-live required a “superhuman effort”, according to chief exec Neil Macdonald, with more than 700 superusers being trained to help support their colleagues with the transition.
Mid and South Essex ICB’s annual report has highlighted uses of digital across the system, including the expansion of the shared care record, progress on the unified EPR programme, and the use of digital tools to support integrated neighbourhood teams. Strong progress on the ICB’s Nova unified EPR includes the completion of planning, design, and localisation activity to support clinical and operational staff in shaping workflows and system configuration. A series of design sessions and clinical showcases have helped develop programme workforce capability, the ICB shares, and 87 percent of acute functionality build and design has been completed, with community and mental health functionality being developed.
