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Access Healthcare, Local Government and Technology Enabled Care

Name: Access Healthcare, Local Government and Technology Enabled Care
Address: 10 Oakwood Drive, Loughborough, LE113QF, GB
Telephone: +448453453300
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Access Healthcare, Local Government and Technology Enabled Care

Access Health, Support and Care are a leading software provider to over 10,500 registered care locat Connect every individual to the care they need.

Access Care, part of Access Health, Support and Care, is a leading provider of digital care software for residential and home care organiations. Our comprehensive suite of care services, delivering a depth and breadth of solutions, offers a truly joined-up approach to quality care, from the commissioning of care through to delivery of care services. With the freedom to do more, we help you to make

a real difference to the quality of your care services and improvement of your processes. Over 190 million hours of home care are managed by our care solutions each year, with over 353,000 care workers rostered and £2.4 billion of care invoicing processed per year. Our solutions support over 6,000 registered care locations and over 4,500 home care branches. Find out more on our website: www.theaccessgroup.com/hsc

22/04/2026

With ICB restructuring now well underway, it's worth revisiting what the Model ICB Blueprint set out to achieve and how much of it is taking shape.

At the time of its release, the blueprint signalled a clear move away from performance management and transactional oversight, towards strategic commissioning focused on population health, prevention and tackling health inequalities. Functions like workforce planning, primary care operations and digital leadership were earmarked for transfer to neighbourhood providers, and the number of ICBs is expected to reduce from 42 to around 25.

Alongside the structural changes, ICBs and local authorities were asked to co-develop neighbourhood health models built around six components: population health management, modern general practice, standardised community health services, integrated multidisciplinary teams, Home First intermediate care, and urgent neighbourhood services.

As systems continue to implement these changes, the blueprint remains a useful reference point for understanding the direction of travel for commissioning, funding and service delivery.

We summarised the key proposals when they were published. Worth a read if you want the full picture.

Read more: https://ow.ly/jp2650YmPSN

15/04/2026

Neighbourhood care is now the default model for community health and social care delivery. But knowing the direction of travel and knowing how to get there are two very different things.

Our neighbourhood care guide brings together the key policy context, practical considerations and technology enablers that health and social care teams need to navigate the shift. Whether you work in primary care, community health, social care or the voluntary sector, it covers the ground that matters most right now.

Download your copy: https://ow.ly/JRgj50YmPR4

08/04/2026

£44 billion of NHS capital funding has been confirmed over the next four years. The question is how it gets spent.

The NHS Capital Guidance 2026/27 to 2029/30 sets out clear expectations: capital investment must align with system priorities, support long-term service change, and be backed by robust business cases that account for ongoing revenue and workforce implications from the outset.

The three shifts of the 10-Year Health Plan shape where money is expected to flow. £426 million over four years supports neighbourhood health services and the ambition for a neighbourhood health centre in every community. Around £1 billion per year is ringfenced for technology and productivity, covering the single patient record, the NHS App and AI-enabled services. And at least £64 billion is committed over the next decade to maintaining and improving the health estate.

For ICBs and providers, the message is consistent: fewer, better-managed schemes, with stronger scrutiny at every stage and capital decisions increasingly shaped by evidence of long-term value.

We've summarised the key implications for health and social care systems.

Read more: https://ow.ly/Hpi750YmPPU

01/04/2026

NHS England's new Strategic Commissioning Framework signals a significant shift in how health and social care services will be planned and funded.

The framework moves commissioning away from short, transactional cycles towards a continuous, population-focused model built around outcomes, value and partnership working. For neighbourhood teams, primary care, community providers and VCSE partners, several things stand out.

Neighbourhood-level data and lived experience become foundational to understanding local need. Commissioning strategy is now expected to reflect neighbourhood priorities, not sit above them. Investment is to be directed towards prevention, community capacity and upstream interventions where evidence supports long-term value. And services will need to demonstrate measurable impact on equity and population health to sustain funding.

Perhaps most importantly, partnership working across health, social care, housing and the VCSE sector is no longer presented as optional. The framework reinforces that neighbourhood teams must actively shape commissioning decisions across sectors.

We've summarised what the framework means in practice for those working at neighbourhood level.

Read more: https://ow.ly/6Wem50YmPOO

25/03/2026

Since July 2022, every NHS trust providing acute or mental health services has been required to join a provider collaborative.

There are now 47 NHS-led provider collaboratives operating across England, each responsible for care pathways and budgets across their populations. The model brings multiple trusts, independent providers and voluntary sector organisations together around a shared purpose: better, more sustainable services without duplicating effort or cost.

For mental health and neurodevelopmental services in particular, the potential is significant. Provider collaboratives are already operating at community and system level, working with families and people with lived experience to design clinically-led approaches to care. The challenge now is ensuring the digital infrastructure keeps pace.

We've covered how provider collaboratives are governed, what good collaboration looks like across acute and mental health services, and where digitisation fits into the picture.

Read more: https://ow.ly/44OS50YmPNE

18/03/2026

What does it actually take to build a neighbourhood health team that works?

We brought together Laura Thompson, Director at Access, and Dr Harpreet Sood, a leading voice on digital transformation and clinical leadership in the NHS, to explore exactly that.

The conversation covered how neighbourhood teams can move from concept to delivery, the role of digital infrastructure in enabling multidisciplinary working, and what effective collaboration across health, social care and the voluntary sector looks like in practice.

Well worth a watch if you work in or alongside neighbourhood health services.

Watch the recording: https://ow.ly/NIf650YmPG7

11/03/2026

13 times more people were waiting for an autism assessment in September 2025 compared to April 2019.

Behind that number is a child or adult navigating an overstretched system, often experiencing deteriorating wellbeing while waiting for support.

The government's independent review into mental health, ADHD and autism services is a significant step. But workforce investment alone will not resolve what is fundamentally a coordination problem. A child referred for ADHD assessment may need input from their GP, school, social services and a specialist diagnostic service, each operating separate systems, with no shared view of the person at the centre.

Technology platforms like Access Intelligent Care Platform (AICP) can provide a single view of each person's journey, shared assessment information, automated notifications and system-wide visibility for commissioners. Families get transparency rather than silence. Clinicians get time back for care rather than administration.

We've looked at how provider collaboratives and digital infrastructure can work together to transform neurodevelopmental pathways.

Read more: https://ow.ly/Lyzv50YmPE0

04/03/2026

272,283 bed days were lost in a single month last December because patients weren't discharged when they should have been.

The shift from hospital to community care is long overdue, and Integrated Neighbourhood Teams are central to making it happen. Bringing together GPs, community nurses, mental health clinicians, social care professionals and voluntary sector partners, INTs deliver coordinated care where people live, before needs reach crisis point.

The evidence is compelling. Derbyshire's INTs avoided 2,300 ambulance callouts through better support for elderly people at home. In Leeds, Seacroft Local Care Partnership reduced emergency hospital admissions by 25%. Research published in the British Medical Journal found preventative interventions return £14 for every £1 invested.

Shared records, social prescribing integration and real-time data access across teams are what make this model work in practice. We've taken a closer look at what INTs do, why they matter, and how digital solutions like Access Intelligent Care Platform (AICP) and Access Elemental are supporting neighbourhood teams on the ground.

Read more: https://ow.ly/zVuo50YmPAe

02/03/2026

Today is

We’re sending our very best wishes to every family receiving their secondary school offer today.

This marks the beginning of an exciting new chapter full of new opportunities, new challenges and new adventures ahead!

27/02/2026

Stronger referral pathways and clearer visibility of activity are becoming essential across mental health care, yet many teams are still working with disconnected processes and limited oversight.

We sat down with Sophie Trezise, Digital Transformation Manager at Berkshire Healthcare, to talk about how the Trust has reshaped its approach. Sophie shares how they redesigned the pathway first, secured clinical and leadership support, and then used digital tools to reinforce a consistent, end to end model.

The results are already clear. Berkshire Healthcare NHS Foundation Trust has seen a 71% reduction in waiting times, better use of clinical time, and closer collaboration with VCSE partners. Sophie's insight shows how digital works best when it supports a pathway built around people.

You can watch the full interview on our blog: https://ow.ly/MelI50YgtFx

Address

10 Oakwood Drive
Loughborough
LE113QF

Opening Hours

Monday	9am - 5:30pm
Tuesday	9am - 5:30pm
Wednesday	9am - 5:30pm
Thursday	9am - 5:30pm
Friday	9am - 5pm

Telephone

+448453453300

Website

https://www.theaccessgroup.com/en-gb/health-social-care/form/contact/

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