Decisions in healthcare are never simple, especially in mental health hospitals where patient needs are nuanced and care environments are complex.
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Digital transformation holds promise for improving safety, quality and efficiency, but many mental healthcare providers haven’t yet had the opportunity to make the shift.
Compared to other parts of the system, digital infrastructure is often limited, driven by longstanding gaps in investment and a lack of focus from the technology sector on inpatient mental health. As a result, teams are not only starting with fewer resources, they’re also having to build the experience, processes and confidence needed to adopt digital technologies, perhaps for the first time.
The publication earlier this year of NHS England’s eight guiding principles for the use of digital technologies in mental health inpatient care provides a timely framework for change. As the principles make clear, digital transformation is an ongoing commitment – one that requires leaders to ask the right questions, support their teams and implement technology in ways that deliver lasting value. This article offers practical guidance for making that happen on the ground.
Step 1: Choosing the right technology
Digital tools can bring real benefits to inpatient mental healthcare, but only if they’re the right fit. Many have been developed with physical health in mind, meaning they don’t reflect the unique demands of mental health wards. It’s essential to look for solutions that have been co-produced with mental health staff and patients, and that demonstrate real-world impact in mental health settings. Implementing a tool that addresses multiple challenges across care pathways is likely to deliver more value than selecting separate solutions for each individual problem.
Cost-effectiveness matters too, especially in today’s financial climate. Most digital technologies claim to save staff time, but that may not mean the investment pays for itself. Any new tool needs to deliver in-year cash savings – if it doesn’t, leaders may be forced to make cuts elsewhere.
And crucially, any technology introduced into patient care must meet established regulatory standards from the outset, or it risks doing more harm than good.
Step 2: Implementing digital tools effectively
Introducing technology into healthcare is about more than installation – it’s about embedding it into everyday practice. Even the best-designed tools can fall short if this isn’t done well.
Clear leadership is essential. Every project should have a senior responsible owner – someone with the authority and experience to lead from start to finish. This helps drive coordination across clinical, operational and digital teams, enables quicker decision-making and keeps the work on track. A trusted technology partner that understands mental health and offers a structured, well-tested approach can also make a significant difference.
Staff engagement is just as important. Teams need to understand why the technology is being introduced, how it will support their work and what training is available. When staff feel informed and involved, adoption is smoother and more sustainable.
In mental health settings, patients and carers may understandably be more cautious about change and unfamiliar systems. Involving people with lived experience in the implementation process is essential to ensuring that new tools are introduced sensitively and in ways that genuinely support care. This often leads to a more holistic approach than is typical in physical health – one where healthcare and technology providers stay closely connected to patient perspectives. Robust governance must also be in place from day one. Clear policies, defined roles and strong oversight are essential to ensure safe and responsible use and to avoid introducing new risks.
Step 3: Keeping technology up to date
Mental health services don’t stand still, so digital tools shouldn’t either. As care models evolve and regulatory requirements change, trusts must ensure their technology continues to meet the needs of patients, staff and the wider system.
That means regularly reviewing whether tools are still clinically relevant, whether staff feel confident using them and whether refinements are needed. This isn’t something trusts can or should do alone – a collaborative approach with the technology provider makes this process more effective.
Technology providers should be treated not as one-time suppliers, but as long-term partners. By staying actively engaged – offering feedback, requesting updates and helping to shape new features – trusts can keep digital solutions aligned with the realities of frontline care. When the relationship is strong, both sides benefit, and the technology is far more likely to remain embedded, valuable and impactful over time.
Use of digital technology can support inpatient care, giving patients a greater voice and choice in their care, promoting autonomy, enhancing communication, and providing engaging things to do on the ward.
- NHS England
