TECHNOLOGY “Currently focused solely on policies, it’s already
proving its value. When reviewing a policy, for example, a fire safety policy, it flags vague roles, outdated clauses, and missing references, and points to the source so I can double-check and verify the AI’s logic. That clarity makes staying audit-ready far easier and less time- consuming. “As a CompliMind Fellow, I’m working alongside
Dr Carl- Magnus von Behr
Carl completed his PhD at the University of Cambridge in 2024, researching information and knowledge access across the NHS. He co-founded CompliMind with Cambridge AI and machine learning specialists, developing tools to streamline information access and collaboration with NHS capital, estates and facilities teams. His work focuses on compliance, administration and reporting workflows, with an emphasis on evidence, auditability and reducing the administrative burden so staff can focus on safe and efficient operations.
the team to expand this beyond policies to cover the full breadth of compliance documentation. Whether it’s procedures, risk assessments, or technical specifications, the ambition is the same: to build a tool that delivers traceable, regulation-linked insight for every type of review we face. In an environment where compliance isn’t optional, and where getting it wrong can have serious consequences, that evolution can’t come soon enough. “Tools alone don’t deliver change. What’s impressed me most about CompliMind is that it’s being shaped with input from the people who actually use it – from admin staff right through to senior management. “I joined the CompliMind Fellowship Programme because I believe in the mission: not just to digitise compliance, but to lift the standard across the NHS. When AI takes on the heavy lifting of regulation-checking, it frees up our teams. Junior staff can step in with more confidence, onboarding becomes smoother, and documentation across Trusts becomes more consistent.
Consistency matters “Consistency is important. At present, different Trusts report in different ways. Departments can interpret the same guidance in completely different terms. With CompliMind, we’ve got a real chance to create shared frameworks, standardised language, and meaningful comparisons across sites. After Grenfell, estates accountability was under more scrutiny than ever, that consistency isn’t just nice to have – it’s a public duty. “I could have carried on with inherited systems and kept
Figure 2: Example view of the CompliMind review assistant assessing a draft Fire Safety Policy.
doing things ‘the way they’ve always been done’, but that’s not the future I want to be part of. I want a future where AI doesn’t just save us time – it reduces risk, supports our teams, and raises the bar for how we manage safety in NHS buildings.” The second perspective widens the lens. Paul Boocock (UHB) looks at the operational picture: delivering savings across a complex estate, strengthening governance and building technical careers as services come back in-house. Here, the tool’s value is system-level: first-draft documents in minutes, on-demand summaries from HTMs and clearer board-level assurance. It also broadens access to guidance so technicians, administrators and new starters can work with confidence without leaning on senior colleagues for every query.
Using AI to support compliance and efficiency Paul Boocock says: “The NHS faces ongoing challenges managing its buildings and facilities while dealing with tight budgets and rising costs. At University Hospitals Birmingham NHS Foundation Trust (UHB), we need to find new ways to deliver our services while meeting demanding financial targets and started using CompliMind in November 2024 to support us in creating documents, reviewing policies, and accessing information specific to NHS infrastructure requirements. “Our team covers estates, capital projects, facilities, medical engineering, health and safety, and security. We’re actively looking for ways to introduce technology to help us drive efficiency and effectiveness, increase technical capabilities along with the resilience and autonomy of our teams, introduce improved career pathways and increase accessibility to knowledge and new skills while meeting tough savings targets this financial year. “As part of a three-year transformation programme,
we’re focusing on bringing specialist services back in-house that we currently pay contractors to do at high cost. This means we need to increase and upskill the team along with increasing the scope of technical skills and productivity and create clear career paths so they can move into these specialist roles. Our project involves recruiting technicians into higher banded roles with more technical responsibilities. This requires significant investment in training to improve their skills and create proper career progression so that we can increase and maintain higher levels of recruitment and retention.
Increased compliance and governance burden “The compliance burden has significantly increased over time, with extensive reporting requirements to board-level consuming substantial time and resources. Our governance meetings involve the preparation of detailed documentation, time-consuming processes, and summarising complex papers for assurance reporting and this has driven us to see how we can streamline those assurance requirements. Ensuring compliance with regulatory frameworks and HTMs and HBNs remains paramount and ensuring the team have rapid access to the information to make critical investment decisions with an ageing estate is essential. Challenges exist for investment schemes with short turnaround times and having quality information instantly available to make rapid decisions allows us to respond with the best solutions that make sure optimal quality environments and services are delivered and lifecycle costs and rework are minimised. Rapid access to robust information that can guide the team and help to form internal policy is needed to ensure decisions can be substantiated using an evidence-based approach. This allows for superior values-based decisions to be made, driving up quality, efficiency and safety while meeting heightened regulatory expectations. “As director, I saw the opportunity for our teams to become involved in this unique pilot of AI technology specifically designed for healthcare estates which could help us with capital projects, compliance oversight and upskilling the teams aligned with our transformation work and associated recruitment programmes. “In this context, CompliMind has proven a critical tool,
offering a distinct advantage over generic AI models such as ChatGPT or Microsoft Copilot. Its key differentiator is its ability to integrate NHS-specific documents – policies, specifications, job descriptions, HTMs – and produce context-aware, traceable, and relevant outputs. “During a recent recruitment campaign, I used
100 Health Estate Journal October 2025
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