Mark Hutchinson, executive vice president, Altera Digital Health (UK & EMEA)
With the NHS 10 Year Plan front and centre and improving NHS productivity a central focus of the current health policy, the need to accelerate impactful digital change has never been greater. While the pressure for digital transformation builds, so does the fundamental requirement to meet digital ambitions and productivity growth—without compromising care or overstretching resources.
I’ve reflected on over 25 years’ experience in NHS digital transformation to consider what the EPR landscape will look like in 2026. And, most important, what the key strategic priorities should be for trusts at different stages in their digital journeys.
Most trusts now have an EPR, which means the centre of gravity is shifting from procurement to optimisation and measurable impact. Some organisations are preparing to change platforms to unlock performance, while a smaller number are embarking on their first deployments. I see three clear stages where trusts typically find themselves, with distinct priorities for each.
Trusts with existing EPR systems
For these trusts the key priority is EPR optimisation to push towards higher digital maturity to enhance clinical care and safety and meet an ambitious target of 2% annual productivity growth by 2028/29. With Treasury releasing a further £3 billion for optimisation, there is a clear national signal that the next phase of investment is about finishing the job and getting the best out of existing systems. Not just procuring new ones.
To be successful, optimisation requires fundamental factors such as flexibility, configuration and strong partnership working between trusts and technology providers. These factors underpinned the digital transformation that enabled digital-first trusts like Liverpool Heart and Chest Hospital NHS Foundation Trust to be awarded HIMSS EMRAM (Electronic Medical Record Adoption Model) Level 7 status.
We can’t discuss optimisation without considering AI but it shouldn’t be a distraction for a trust with an EPR, instead it needs to be an enabler for optimisation. Pragmatic innovations such as ambient listening and data-driven patient flow improvements embedded into EPR solutions, such as ours, will accelerate the path to optimisation and improved productivity.
Trusts without an EPR
With the NHS 10 Year Health Plan clearly centred on transitioning from analogue to digital-first models of care, the question for these trusts is no longer whether to digitise, but how to innovate safely, sustainably and at scale. Their focus should be on investing in strong digital foundations with a high celling of capability to achieve these goals on their journey to digital maturity.
The transition from paper processes, outdated infrastructure and disconnected systems enables trusts to redesign pathways around the needs of patients and clinicians. Digital foundations help drive more proactive, preventative and personalised care, which are key ambitions of the 10 Year Plan. This paves the way for wider innovations and enables trusts to evolve their digital capabilities in close collaboration with clinicians, thanks to user-centred functionality that priorities their needs and expertise. Strong digital foundations are critical to sustaining this momentum for meaningful innovation. They are the cornerstone for ensuring trusts can test, adopt and refine digital tools with confidence, knowing that data will flow, systems will perform and staff will be supported throughout change. Robust digital foundations also set a solid trajectory for productivity improvements.
Queen Victoria Hospital NHS Foundation Trust recently went live with its first EPR in partnership with Altera. It was an excellent example of analogue-to-digital, marking the biggest ever digital change for the trust and the start of its exciting digital journey. Working closely together, we have ensured the system was implemented as a strong foundational step to modernise the trust’s clinical systems and strengthen its digital capability for further transformation and long-term adaptability.
Trusts looking to change EPR platforms
These trusts could consider exploring flexible alternatives capable of rapid, safe transformation. NHS organisations are facing growing pressure to accelerate digital transformation and meet challenging frontline productivity targets without compromising care or overstretching resources, and this is exacerbated if a trust’s EPR is underperforming.
Rather than opting for traditional EPR deployment routes that can take a decade, alternative models can empower trusts to go live in months, lay robust digital foundations quickly and rapidly deliver measurable benefits. Altera can evidence several examples of modular and scalable EPR deployment approaches in action across the NHS today. They demonstrate what’s possible when trusts are given the flexibility, insight and support to drive transformation their own way.
One of these deployments is at Worcestershire Acute Hospitals NHS Trust. Adopting Altera’s phased approach enabled the trust to deliver significant benefits to its patients and clinician and achieve early wins with tangible impact within the first six months of implementation.
If a trust gets these fundamentals in place early, they can free up capacity to explore optimisation opportunities sooner, like harnessing AI, enhancing user experience and driving deeper clinical innovation to strengthen long-term impact.
This year’s EPR agenda requires optimisation, flexibility, maturity and impact to create a more resilient, patient-centred NHS that can stand up to the demands of 2026 and beyond. Where would you place your trust in this EPR landscape and who would you like to partner with?
To learn more about Altera’s approach, meet us at stand B30 at Digital Health Rewired on 24–25 March.
