Who’s next please?

Throughout the country, integrated care systems are trying to redefine what we have previously understood by the concept of treating in line with clinical need.  Indeed, NHS providers are reviewing how to reprioritise elective waiting lists by taking account of factors influencing inequality. This means an individual’s position on the waiting list could be revised by accounting for a series of clinical and non-clinical factors.  However, are there potential hazards in the methodologies being employed? Additionally, are there any risks in the organic nature in which the work is currently being developed?

Published in the HSJ today, Philip Purdy, Principal Consultant at Acumentice, discusses the challenges presented by pursuing novel and heterogeneous methods of prioritising elective waiting lists.

In the article, Philip concentrates on the importance of complete and accurate data and how it can be used in complex prioritisation systems. He recognises that the way we interpret and apply indicators of deprivation is a very new science to the NHS and one that that remains relatively unrefined. Finally, he explores the way in which the work is developing and whether it could lead to potential risks that must be recognised and explored.


Click here to read the article in full and learn more…

Fuller Stocktake Report 2022

In May 2022, NHS England published the final report of the stocktake by Dr Claire Fuller, Chief Executive-designate Surrey Heartlands Integrated Care System and GP on integrated primary care, looking at what is working well, why it’s working well and how we can accelerate the implementation of integrated primary care (incorporating the current 4 pillars of general practice, community pharmacy, dentistry and optometry) across systems.

In our recent series on the recommendations identified in the Fuller Stocktake Report published on LinkedIn and Twitter, we shared our thoughts on data, population health management, leadership, personalised care and access. In the report, Fuller emphasises that crucial to the development of Integrated Care Systems (ICS) is creating the right environment that aligns to the needs of the local population. We share this optimism around the opportunities that the new health and social care reforms provide in transforming how primary care is delivered.

Data, Data, Data

Data was one of three environmental conditions discussed in the Fuller report alongside workforce and estates. Improvements to how we collect and use data is in our opinion a key ingredient for the NHS to be able to provide truly personalised and patient outcome-focused solutions, at neighbourhood and place level.  According to Dr Fuller, “Primary care must be at the heart of each of our new systems – all of which face different challenges and will require the freedom and support to find different solutions.” Indeed, if primary care is to be at the heart of each new Integrated Care System, then a clear and aligned, locally owned (end to end) data-driven approach is a necessity.

A patient centric population management approach supported by high quality data will drive new proactive models of care that improve health and wellbeing, reduce health inequalities, and identify interventions which could improve outcomes, and even reduce demand. Furthermore, overcoming barriers to enable data sharing across multiple organisations within systems could in turn be a lever toward shaping a transformative approach to improvement and collaboration.

Shifting the focus – integration and joining the dots

Empowering local leadership in the delivery of locally aligned care and facilitating integration are key conditions emphasised in the report.  A leadership that is brave, and one that fosters a culture of partnership working and embedded strategic and long-term thinking, with the headspace needed to do this, is a key enabler.  It’s also about recognising that a one-size-fits-all health and care system will struggle to meet the increasing complexity of people’s needs, and meet expectations around how those needs should be met. Whilst the report advocates supporting community partners to operationally embed relevant teams as part of existing PCN teams, how we orientate providers to neighbourhood is not yet quite clear and should be high on the agenda for leadership teams.

Right care, right place, right time

For Integrated Care Systems, galvanising a system approach to managing access to same day urgent care is paramount.  This includes challenging the perception of current system provider remits and responsibilities to ensure that the right care is delivered in the right place, first time and indeed by the right healthcare professional. Of equal importance is the development of interventions and mechanisms to support elective recovery, and safe management of patient risk whilst waiting. For instance, without the well documented workforce challenges being properly addressed, managing access to same day urgent care is unlikely to be achieved. At the same time, the workforce challenge is one that will not be resolved in the short to medium term, and cannot be met within the local systems alone. Therefore, an integrated approach is not an option but a necessity to deliver right care at the right place, first time.

Digital enablers

Technology also plays a key role in ensuring that patients are seen in the right place, by the right healthcare professional at the right time, and provides the foundation for long term sustainability in health and social care. Interoperability between provider systems will enable joined up care, drive service improvement and innovation, and facilitate integration and personalised care. New technologies will support flexible, tailored services that support people’s health, wellbeing and promote independent healthy lives. During the course of the pandemic the use of digital tools and technology to manage long-term health conditions at home and to support independence increased significantly via interventions such as virtual wards, and outpatient video consultations. This momentum should be maintained and more informed alignment of digital technology to ensure consistency and interoperability in enabling system wide complimentary solutions will be key.

Vision to action

At Acumentice, we take a holistic and bespoke approach to working with our NHS clients, supporting them to create common goals, a shared purpose and build a collective vision. We are currently working with Integrated Care System clients to identify opportunities, challenges and priorities to inform a Primary Care Strategy refresh and to inform strategic direction. We also support multiple clients at all levels in approaching digital and data transformation to ensure they deliver current and future Population Health Management aims discussed in Fuller Report. For more information on how we can help your organisation https://acumentice.com/services/

We, at Acumentice, welcome this stocktake. With growing challenges in not just NHS hospital waiting times but also at GP surgeries, a report by Dr Claire Fuller on integrating primary care is useful and timely. It is an important and accessible guide on how to improve access, experience, and outcomes for communities by providing three essential offers: streamlined access to care, proactive and personalised care alongside helping people to stay well longer.

HSJi Live Conference 2022

On Tuesday 7th June, the Acumentice Business Development team attended the HSJi Live Conference 2022, held in the state-of-the-art Exhibition centre, 133 Houndsditch. This was a great opportunity to connect with colleagues from different parts of the country, meet HSJ journalists and listen to their insightful talks that revealed the current challenges faced by NHS. As this was the first HSJi Live Conference since the Covid pandemic, it was energising to observe how all attendees were enthused by connecting in person again discussing crucial NHS questions under one roof. This certainly facilitated the process of gaining a shared and deeper understanding of the current challenges and opportunities in the healthcare sector.  

The dominant theme of the conference was, How the private sector can support the NHS?. This central theme was explored through three panel discussions – Recovering from the pandemic, Integrated Care and Workforce Reform and What is the NHS buying and how?. The opening words of Alastair McLellan, HSJ Editor, highlighted the importance of suppliers in supporting both the NHS and HSJ, were especially memorable to us and connected all the delegates. We were all in this together indeed and HSJi Conference definitely marked the transition from the peak of the pandemic to looking at ways to resolve its impact.  

The theme that attracted our attention the most was Recovering from the Pandemic as we continue to work with many NHS organisations supporting their recovery. The talk was delivered in 3 parts by James Illman, Ben Clover and Matt Discombe from the HSJ. Especially useful were the insights around waiting lists discussed by James Illman. The principal message was that cutting waiting list times remained the NHS’s main operational priority because they would continue growing considerably for years to come. As we are aware, the maximum waiting time of 18-week standard set by NHS was not regularly achieved even before the onset of the pandemic. Philip Purdy, Principal Consultant at Acumentice, comments, “To fix waiting times, it is important to look at the whole pathway a patient goes through before they leave NHS services. Quite often there are unintentional attempts to optimise waiting times just in the beginning or the end of the pathway. It is important to be aware that this approach only creates more problems”.  

Thus, for example, addressing waiting lists only for outpatient consultations, ignoring diagnostics, will only create more demand for diagnostics and enlarge the waiting list. Therefore, it is vital to approach waiting list management holistically, not ignoring any part of a patient’s journey. We continue to support clients design recovery programmes that reflect on this crucial question and believe that to ensure the successful recovery of NHS services, Trusts should be confident in applying this holistic vision when resolving capacity problems.  

At Acumentice, we take a holistic and bespoke approach to working with our NHS clients, supporting them to understand and build a clear picture and assessment of their elective care waiting lists, working with them in partnership to deliver truly effective solutions. We ensure that Trusts receive a fresh perspective on the state of their waiting lists on different stages of patient’s journey and understand where the improvements are required. With sophisticated and innovative modelling and analytics tools, we bring sustainable improvements to support recovery and capacity planning to make sure NHS’s main operational priority – cutting waiting list times – discussed by Illman, is at the core of our services.   

To conclude, the HSJi Live conference was a great experience, particularly to understand key challenges facing the NHS, and also to have the opportunity to connect with like-minded colleagues and suppliers from the healthcare sector. The key themes presented has reinforced the importance of the work we do around waiting lists and elective care recovery. Both of these services remain crucial for the foreseeable, to help heal the NHS and to ensure all patients receive timely access to treatment as a result, guarding patient safety as much as possible.  


Visit our website to learn more about our approach and how we can help. 


The State of Demand for Mental Health Services 2022

Mental health services have never been in such a demand as they are in 2022. At the end of 2021, the number of referrals for specialist NHS mental health care reached a record high in England. NHS Digital told the BBC that there were 4.3 million referrals for conditions including anxiety and depression – and 1.025 million of these referrals were for children or adolescents.

The Royal College of Psychiatrists said that in December 2021 alone, 1.8 million mental health consultations had taken place. This was a great feat, considering this was the same time the Omicron variant of Covid-19 swept across the UK. Despite this, however, around 1.4 million people were still waiting for treatment.

Mental health and Covid-19

It’s no secret that the events surrounding Covid-19 have had a significant impact on the mental health of many people across the UK and the effects are still being felt in 2022. The Office for National Statistics found that over two-thirds of adults in the UK (69%) reported feeling worried about the effect Covid-19 would have on their life. Concerns were related to worrying about the future, feeling anxious and feeling bored.

While forced locked downs and fear of catching a potentially fatal virus have been drivers for the worsening of mental health, other factors added to the situation. Furloughs and redundancies halted careers and caused financial strain while those working with frontline services had added stresses of continuing to operate through a pandemic.

This, combined with the lack of access to mental health services has ultimately made the situation even worse; and the backlog in cases has continued to rise even as we entered 2022.

National measures to tackle the mental health crisis

Back in 2019, the NHS released its Long Term Plan to tackle the mental health crisis and improve care. One of the headlines of this new plan was:

New and integrated models of primary and community mental health care will give 370,000 adults and older adults with severe mental illnesses greater choice and control over their care and support them to live well in their communities by 2023/24.

In a call welcomed by many, this was the beginning of the switch towards integrated care systems (ICS).

How does an integrated care system support improvement of mental health service access?

An integrated care system means NHS organisations, local councils and others must take collective responsibility for delivering NHS standards, managing resources and improving the health of the population.

The hope with ICSs is that patients will have greater access to a wider range of mental health services and that it will have increased priority in local healthcare planning.

Since the announcement in 2019, many ICSs have been set up across the UK. In February 2022, the first State of Integrated Care was released by NHS Confederation. The report revealed that 90% of system leaders believe they have been able to improve joint working. In fact, the pandemic had helped speed that process up as staff had to adapt quickly to the demands of care.

However, one  concern being felt across all healthcare systems is the national workforce shortage and mental health services are no exception. Indeed, The Royal College of Psychiatrists explained that workforce shortages are causing “painfully long waits for [mental health] treatment”. In 2021, they found that 568 out of 5,317 vacancies hadn’t been filled. This is causing some patients to wait 18 weeks or longer for treatment. The current NHS workforce data shows there are 4,500 full-time consultant psychiatrists for 56.5 million people – that is one consultant per 12,567 people.

To address the workforce shortage in mental health services, The Royal College of Psychiatrists is calling for an extra 7,000 medical school places on top of the current 8,000 by 2029.

Health and Care Act 2022 and Mental Health

The new Health and Care Bill introduces various measures to tackle the backlogs accelerated by Covid-19 and rebuild health and social care after the pandemic. The funding is coming from the Health and Care levy which will generate £36 billion over the next three years. The Bill also contains measures to tackle health disparities and create safer, more connected services to make the health and care system more sustainable.

It furthermore aims to roll out more mental health innovations, such as one example at  Somerset ICS. Here, a 24/7 helpline was set up to direct those looking for mental health support to voluntary, social care and NHS services. The scheme brings together doctors, nurses, psychologists, and charities such as Age UK, Citizens Advice, Rethink Mental Illness, and others through a shared recovery and care planning system, so all professionals involved in an individual’s care can communicate with each other. This means that patients are directed to the right service quickly, stopping them from bouncing around services until they find the right one.

The new healthcare bill and investment in mental health services are incredibly important. Mental health services have long felt neglected in national policy, so it’s great to see that change with the new bill, adding exposure to the support that is needed to reduce waiting times.

Even as this bill was put through to the UK government, mental health waiting times continued to rise. And it’s likely that challenge will remain, even as Trusts work to tackle the crisis. Furthermore,  as patients waiting for treatment continue to rise, so will the scrutiny placed on mental health Trusts.

Increased scrutiny could necessitate the need for single pathway levelpatient tracking list (PTL) per Mental Health Trust, for example. This would require Trusts to be able to effectively record and manage all patients via such PTLs, yet many Mental Health Trusts may not be able to do so quickly as mental health pathways are complex and also for the fact that they have not faced this task previously. This is where Acumentice can support Mental Health Trusts.

Acumentice and mental health waiting lists

With ambitious targets now set out by NHS England for Mental Health services, there’s now an expectation for trusts to deliver them. Here at Acumentice, we are leading the work on introducing a set of systems to record, monitor and report whole pathways waits from referral to treatment as part of our data quality improvement services for Mental Health Trusts.

Beyond that, our data validation strategies will ensure you have the right information about every patient, allowing you to get through your mental health waiting lists to ensure all patients get the care they need when they need it.

With integrated care now required across the country, we are also working on ensuring these improvements in mental health trusts are taking into account the use of new and innovative technology to improve integration efforts and reduce administrative burdens. It’s vital that all services are able to focus on provision of clinical care with effective digital transformation  to support efficiency gains.

For more information on how we can support your mental health trust, get in touch with the team today.

How successful are the early adopters of the community diagnostic centres?

Comminuty Diagnostic Centres’s (CDC) were introduced to support elective recovery. The Department of Health and Social Care announced in October 2021 the opening of 40 new CDCs. By April 2022, 73 centres had opened, and 160 more CDCs are envisioned to be up and running by 2025. However, to what extent do these centres actually help to relieve the tension from elective care? What currently prevents them from achieving this?

Published in the HSJ today, Principal Consultant at Acumentice, Wendy Baines, discusses how workforce shortages and lack of collaborative strategy affect the success of CDCs.

Based on her research, she suggests that it is not clear what the real contributions of the CDCs to the elective recovery have been so far. Indeed it seems that it may be the case that not all centres are fully functional because of current workforce shortages and skills gaps. One of the solutions she puts forward is to have a lead employer or host organisation to oversee recruitment, training and staffing.

Click here to read the article in full and learn more…

Delivering impact

A first for Acumentice, this summer, NHS Graduate Management Trainee, Wil Peake, joined the team for an 8 week flexi placement.

As part of the Graduate Management Training Scheme (GMTS), it is encouraged trainees use their flexi placement to gain a broader and more holistic view of the wider healthcare sector.  After working in an operational role at the Royal London Hospital, and as Strategy Lead at Bart’s Health NHS Trust, Wil joined Acumentice as a Junior Consultant.

Over the 8 weeks, Wil worked with our Managing Director, Karina Malhotra, and our Senior Consultant, Philip Purdy, and having visibility and access to our senior management team provided valuable insight into some of the work we’ve been supporting at two major clients.

Continued Professional Development is very important to Acumentice and we therefore wanted to ensure Wil gained as much as possible from the experience and could also make a meaningful contribution from the beginning. Wil joined us as we were beginning a project supporting a client to visualise key elements of their elective care data with the aim of improving clarity of interpretation thus making it easier to identify potential challenges. Despite this being a new area for Wil, the Acumentice team ensured that with thorough training and ongoing support, Wil was able to make meaningful contributions to these data packs which led to him becoming increasingly involved in direct communications with the Trust we were supporting.

As the placement has come to an end, we can confidently say the experience has been mutually beneficial and we would definitely welcome the opportunity to receive an NHS Graduate Management trainee again. Read on to hear from Wil’s perspective:

New experiences

When I started on the NHS Graduate management training scheme (GMTS) in 2019, I had no idea what was coming. In fact, if I could go back and tell that younger me – I think he’d struggle to believe it as would we all with the ensuing events about to take place.

The GMTS includes a Flexi placement component – where trainees can apply for placements in an organisation of their choice, provided it will bring new experience and perspective to their time on the scheme and future career. When it came to applying for a Flexi, I was looking for innovative companies in the private sector that would have a meaningful impact in the post-COVID NHS. This broadening of my experience could only bring with it a more accurate understanding of the context that the healthcare sector now finds itself in and I was excited to secure a placement with Acumentice.  I’ve experienced first-hand the complementary nature of NHS organisations such as ICS’s collaborating with consultancies. The wealth of knowledge and resources that can be concentrated on a single task allows the consultancy to agilely deploy an iterative process to produce its task specific outputs.

Data visualisation

One of the projects that I assisted with was the development of data packs and visualisations supporting a high volume low complexity (HVLC) elective hub in London. Acumentice increased management bandwidth by producing weekly analysis of the combined PTL and condensing them into one self-contained data pack. It’s no overstatement that NHS staff have many competing demands for their attention, and it’s been great to see how Acumentice can facilitate the rapid communication of impactful data, thus enabling rapid informed decision making.

I’ve seen the unique viewpoint a third party has, like Acumentice, to see complex and systemic NHS issues from an outside perspective, often enabling them to question ongoing assumptions and status quo by providing further breadth of experience and working knowledge from different disciplines. This type of thinking can help us see the opportunities for change more clearly. Without the cultural ability to see our actions and the changes around us from a systemic perspective, and the capacity to evaluate proposed solutions in the context of their effects on the wellbeing of the system, we can be prone to falling into repetitive patterns of behaviour. An observer from outside the system can therefore be a powerful change agent. When that outside observer is a network of highly experienced professionals with backgrounds from across the health service, such as Acumentice, their capacity for impactful change is amplified.

Acumentice perfectly fit my flexi placement criteria. They’ve created many mutually beneficial, and lasting relationships with the NHS and I’ve seen first hand how they are able to offer a new perspective, with a wealth of diverse knowledge and practical experience. In addition, they can provide additional capacity by supplementing management bandwidth across the wider health system . Furthermore, they represent a key resource capable of delivering a focused “task and finish” style approach that is invaluable when dealing with time sensitive projects within a complex system. Their processes are open to feedback input throughout, and modifications being made in real time allow for a truly bespoke service.

I believe that the synergistic and complementary relationship between the NHS and organisations like Acumentice will continue to play an important role in supporting the NHS to face its challenges and I look forward to bringing the benefit of my experiences back to the NHS.


Wil Peake

Junior Consultant

NHS GMTS Trainee













From Data to Insights: How to Improve Elective Care Sustainably

From Data to Insights: How to Improve Elective Care Sustainably

Covid-19 has created a huge impact on elective care. With resources focused entirely on treating patients affected by the pandemic the NHS is now facing the largest elective care recovery programme in history.


A sustainable elective recovery programme is built upon strong clinical leadership, innovation, operational management, and engagement of patients supported by effective data insights.


This complex undertaking must be done safely and accurately, but trusts face huge challenges to return to normal activity levels. However, with the right steps, this also represents a great opportunity to create sustainable elective care service models and improved patient outcomes.


To highlight the importance of intelligent data analysis to elective care recovery and sustainability, Acumentice have produced a video for the HSJ explaining how this works in practice. Featured in the video are:


Martina Dineen – Divisional Director of Operations, Surgery, Cancer & Cardiovascular at Imperial College Healthcare

Karina Malhotra – Founder & Managing Director of Acumentice


Below are two key findings from the contributors in providing sustainable elective care recovery:

1. Good understanding and integration of data will inform elective care recovery

Multiple IT systems are rightly used to help manage patient care across the NHS. With it, there needs to be a thorough understanding of each individual data set and what they’re telling us. The data used must be able to tell and capture individual patient circumstances which can then be utilised to support the NHS to effectively prioritise patients, alongside driving safe booking strategies.


What’s also important is that any technological solution that is used in the NHS must be able to integrate with existing systems to ensure a smooth transition for all Trusts.

2. Shared Learning and Collaboration

The best way to ensure the right data is collated and used effectively is for NHS and non-NHS expertise to share and collaborate with each other.


There’s so much big data in the NHS now, it’s vital to know which is the right data set, to ensure there is context for that data while visualising that data in the right way.


Shared learning and creating strong partnerships will help in this recovery. NHS leaders facing this monumental recovery challenge must look around them for those key skills and expertise and also look further to what the industry can bring to the table. That is why it’s important to work with a team in an advisory or intelligent capacity on this recovery journey ultimately aiming to achieve better outcomes for patients and their safety.


Find out more by watching the video to learn more on what Imperial NHS Trust and Acumentice say is required to improve elective care sustainably.


For more information on elective care recovery services and how your Trust can collaborate with an expert team, get in touch with Acumentice today.










A glass framework

Acumentice Awarded National Framework for Data Validation Services

Acumentice is pleased to announce that it is one of seven providers that has been awarded a national framework for the provision of Data Validation Services by The Countess of Chester Hospital Commercial Procurement Services (COCH-CPS).


With the framework in place, NHS organisations can access highly specialised support enabling the testing and validation of patient data during the process of migrating from a legacy patient administration system (PAS) to a modern electronic patient record (EPR) system.

Benefits of the national framework


Having been awarded a place on this national framework, this should provide added reassurance to NHS organisations looking for Data Validation Services knowing that in becoming an approved supplier, Acumentice have met high quality standards including Cyber Essentials Plus.


Further benefits of the framework for NHS organisations include:


  • Providing assurance to the Board, CCGs and patients of the accuracy of patient data
  • Supporting RTT and other patient access standards
  • Improving patient data quality held in the EPR
  • Supporting the optimal use of a new EPR from implementation
  • Ensuring effective transfer of knowledge helping to develop in-house central validation and booking teams expertise


Karina Malhotra, Managing Director at Acumentice said: “We’re really proud to have become an approved supplier on this framework scoring the maximum mark for our technical abilities. Data validation services are an extremely important enabler of elective care recovery, and I’m very much looking forward to contributing to the success of the framework, now our third, and ultimately working with new NHS partners to bring sustainable improvements through a value for money and technically expert service.”


Andy O’Connor, Director of Commercial Procurement Services at COCH-CPS said, “We put this framework in place to help the NHS improve the quality of patient data held, and how this is managed. We’ve selected the leading specialists to help NHS organisation provide assurance to their Boards, their commissioners and most importantly their patients that data is working to deliver better outcomes.”

Data validation services from Acumentice

Data validation services from Acumentice have supported multiple trusts with improving their data quality through carefully considered operational changes coupled with ‘smart’ data validation and correcting hundreds of thousands of records across various patient administration systems.


By working in partnership with hospital trusts and organisations, they can find out the specific operational and data issues impacting their performance metrics to ensure the right changes are made.


Each service is bespoke to the organisation’s needs, following an initial assessment to identify specific issues. These can be targeted to specific cohorts of high-risk patients, or they can be more generalised to the Trust’s needs with recommended improvements that provide sustainable solutions.


The team also understands how complex it can be moving patient data from a legacy PAS system to a modern EPR system and organisations don’t always have the skills internally to complete a smooth digital transformation. Acumentice can deliver an efficient reconfiguration to support all operational and clinical needs.


Our team is looking forward to forging new partnerships within the NHS, supporting their transition to modern EPR systems and providing expert advice on data quality and validation.


If you’re an NHS Trust looking to migrate from a legacy PAS to a modern EPR system or require more information, get in touch with Acumentice at info@acumentice.com or contact The Countess of Chester Hospital Commercial Procurement Services at info@coch-cps.co.uk.








Data shown on a screen to help underpin elective care recovery

HSJ Feature – How data will underpin elective care recovery

It’s common knowledge that data plays a vital role in our daily lives. Indeed, most companies today rely on data to strategize and inform future business decisions. Data has played an important role in the NHS for a long time too. In an article published in the HSJ – Doug Treanor, Director of Operations at Acumentice, outlines why intelligent use data will be more important than ever in supporting the recovery of elective care at this crucial time and support the delivery of the latest NHS Operational guidance for 2021-22.

The article highlights the need for comprehensive datasets comprising of high-quality data, with a special focus on data being accurate, especially so with Integrated Care Systems increasing the need for standardisation.

For sure, patient safety remains paramount, yet with elective care waiting times now at the longest they’ve ever been, time is of the essence. Surely data must be held at the core of current and future decision making to ensure effective management of waiting lists which ensures patients are prioritised as quickly and fairly as possible.

Click here to read the article in full.

How technology can transform the elective care challenge

Open Access Government – How technology can transform the elective care challenge

The concept of using technology to help improve delivery and systems within in the NHS is not new. As waiting lists grow ever longer and are now at their highest levels since records began, the use of technology can surely be capitalised further to improve patient safety.

In this recently published article by Open Access Government, our Managing Director, Karina Malhotra, outlines the importance of working with clinicians to manage waiting lists and harnessing technology to help ensure the data held is of high quality so that the individual needs of patients are met foremost.

Click here to read more.