In its latest meeting, the NHS England board discussed upcoming programmes and priorities, including concerns about slow pace of delivery for key digital programmes such as the Federated Data Platform, increased cyber, tech and innovation risk, and the development of an IT system to support delivery of the NHS Genomics Order Management Service.
The board moves to increase the risk score for technology and innovation from 8 to 12, recognising the “additional complexities” arising from delivery of planned digital interventions, and the challenge of moving from strategic direction to widespread adoption and delivery. “Future mitigation activity is focused on embedding technology within broader service transformation programmes, including delivery of the 10 Year Workforce Plan, publication of further Modern Service Frameworks, completion of the UEC and Planned Care Strategy and testing new digitally-enabled service models,” it states. “The overall aim is to ensure technology becomes a core enabler of service redesign rather than a standalone transformation programme.”
Current position is maintained for cyber, the highest-rated risk on the register with a score of 25. According to NHSE, recent reporting has highlighted ongoing concerns around cyber maturity across parts of the health system, including a “high number” of organisations receiving “standards not met” feedback from the Data and Security Protection Toolkit, and continued cyber alerts. The Cyber Improvement Programme and development of a cyber strategy to 2030 aims for stronger endpoint protection, improved cyber risk management, workforce capability initiatives, and cyber risk quantification are expected to further reduce risk.
NHSE also shares concerns about the slow pace of delivery for priority digital programmes including the Federated Data Platform, NHS App, single patient record, and ambient voice technology. “It was noted that delivery continued to be constrained by limited capacity within providers to implement change and by internal financial, recruitment and approval processes,” it observes. “Effective service ownership, implementation capability and alignment with the developing operating model were considered critical to achieving adoption and benefits.”
Concerns are also raised regarding the lack of a single clear vision for the role of AI in the NHS, and the potential for this to lead to delays and duplication. The board moves on to emphasise the importance of developing proportionate and risk-based arrangements “at pace” that can enable safe innovation and continuing assurance throughout the lifecycle of AI systems.
Moving forward, a stronger role is proposed for the national centre across digital, data, and technology responsibilities, to include strategy, standards, common capabilities, and delivery of national products, services, and infrastructure. Providers should retain responsibility for local pathway and workflow design and implementation, the board adds, and the roles of regions and ICBs will be refined as the devolution policy is developed.
“The committee continues to believe that technology remains one of a small number of enablers for the vision in the 10 Year Health Plan,” NHSE explains. “Across the portfolio there appears to be a consistent experience of slower than anticipated pace and disjointed projects where we are falling short of our ambition. The committee felt that across the agenda we lack detailed operational plans linking the 10 year vision to individual projects with operational and clinical leaders committed to generating the transformation/service redesign required and the outcomes we collectively want.”
Elsewhere, the board highlights a direction from the Secretary of State for Health and Social Care to establish an IT system for the collection and analysis of data to deliver the Genomics Order Management Service, a single national digital solution to replace existing manual processes in use by health and care organisations and genomics testing laboratories.
The service will enable electronic genetic test ordering, offer end-to-end visibility and tracking of tests and samples, and use a central broker to manage communication between NHS organisations and laboratories. It will reportedly integrate with existing NHS systems to improve data quality, reduce duplication, and safely embed genomics into routine clinical care.
Wider trend: National digital health priorities
The National Data Guardian (NDG) Nicola Byrne is seeking views from health and care professionals on the single patient record, with findings to be incorporated into a report published to the NDG website in Autumn 2026. In particular, the survey is looking to explore what is required for the system to “earn the trust and support of health and care professionals from day one”. Respondents are asked about the records or information systems they access as part of their work, how often they experience challenges in accessing information when they need it, and the impact they think a national single patient record would have on their work across areas like coordination of care.
NHS England has launched an NHS-wide conversation on improving maternity and neonatal care, inviting staff from across the system to have their say on improving services and making change. Responses received will be used to inform the National Maternity and Neonatal Taskforce’s action plan, with each trust that participates to receive their own targeted report on what needs to happen locally. Your Voice – Building a Better Future for Maternity and Neonatal Care is introduced in the wake of a number of national inquiries and reviews of maternity and neonatal services. NHS England commits to keeping responses anonymous to allow staff to be candid in their responses. It asks three key questions: How can we change nationally? How can your organisation change? How can you influence change?
The Department of Health and Social Care has selected six neighbourhood health projects to act as “trailblazers” in the redesign of health and care services, backed by £1.5 million from the Office for the Impact Economy and in partnership with Macmillan. The six sites chosen will act as test beds for the development of new neighbourhood health models, bringing together NHS services, councils, community organisations, and local people in a bid to improve outcomes and tackle inequalities, DHSC shares. Projects include Bristol NHS Foundation Trust’s 1,000 days neighbourhood model, using population health data and community networks to improve end-of-life care and support individuals with frailty and multiple conditions outside of hospital settings.
