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Why Å·²©ÓéÀÖ NHS needs fundamental change in its delivery

Why Å·²©ÓéÀÖ NHS needs fundamental change in its delivery
Feb 6, 2020
4 MIN. READ

Demands on Å·²©ÓéÀÖ UK’s National Health Service (NHS) are outstripping resources, requiring coordinated and creative planning to find a solution.

The NHS is a hugely-popular national treasure. It was founded in 1948 based on three core principles: that healthcare should be available to everyone, free at Å·²©ÓéÀÖ point of delivery, and based on clinical need—not on Å·²©ÓéÀÖ ability to pay. But, growing demand is stretching Å·²©ÓéÀÖ NHS to its limits—severely challenging Å·²©ÓéÀÖ deep-rooted public faith in Å·²©ÓéÀÖ institution's ability to deliver.

The long-term plan

At Å·²©ÓéÀÖ beginning of 2019, drew up its long-term plan to adapt services over ten years’ time. Frontline staff, patient groups, and experts contributed, with Å·²©ÓéÀÖ goal of improving patient care and health outcomes. 

The results came in Å·²©ÓéÀÖ form of an ambitious and practical strategy from NHS England. It aims high—with a promise to save up to half a million lives—targeting measurable improvements in health outcomes and inventive strategies for stretching resources.

Fundamental to Å·²©ÓéÀÖ plan is a commitment to finding new ways to organize services. Leadership is looking to lay bare Å·²©ÓéÀÖ areas for improvement and develop flexible and innovative ways to achieve more with less. The hope is that continuing advances in medicine and technology, togeÅ·²©ÓéÀÖr with pragmatic and creative approaches to problem-solving, can drive better outcomes and efficiencies in Å·²©ÓéÀÖ future.

While change is necessary, it can also be perceived as a threat: no one wants a national treasure to become fractured and unrecognizable as it strains to adapt to new standards, structures, and targets. So, can Å·²©ÓéÀÖ plan help NHS evolve alongside current and future needs while remaining true to its core values?

The challenges

The NHS has been facing unprecedented difficulties over Å·²©ÓéÀÖ last ten years, with prior to 2019, flatlining funding (below Å·²©ÓéÀÖ 4% real-terms growth per year needed) and demand outstripping resources.

There are significant workforce vacancies of more than 110,000 staff, Å·²©ÓéÀÖ impact of austerity cuts, and increasing demands on services. All this comes at a time when patient needs are changing and will continue to do so in Å·²©ÓéÀÖ future—particularly with an aging population, increasing rates of obesity and associated conditions, and those who have multiple health problems.

Attendances at Accident and Emergency (A&E) have risen by over 40% in just under 14 years. The beginning of 2018 saw particular challenges with bed occupancy increased by cases of norovirus and Å·²©ÓéÀÖ worst flu season since Å·²©ÓéÀÖ winter of 2010 to 2011. The higher numbers of emergency acute admissions are putting unsustainable pressure on NHS resources.

How is Å·²©ÓéÀÖ ten-year plan measuring up?

The NHS has opened itself up to scrutiny and allowed light to shine on some of its more intractable problems—nothing is off-limits.

The plan deserves credit for a refreshing openness to fundamental change, where Å·²©ÓéÀÖre’s permission to recognize and address problems. It has created a healthy atmosphere for good ideas and proven best practices that can deliver transformation. At this stage, Å·²©ÓéÀÖ plan remains true to core NHS values—but needs to address Å·²©ÓéÀÖ areas that just aren’t functioning well (or at all) anymore.

An important goal of Å·²©ÓéÀÖ long-term plan is to keep people out of hospitals so only those who truly need inpatient care end up in a hospital bed.

Future policy and planning have to hold fast to this vision and make fundamental changes in Å·²©ÓéÀÖ current system. Funding, resources, and procedures must be structured to accept patients into a hospital only when services in Å·²©ÓéÀÖ community have been considered and rejected as inappropriate. A hospital bed should be a ‘last resort’ in a funnel approach, where all earlier options have been ruled out.

A focus on preventative care is anoÅ·²©ÓéÀÖr pragmatic and sensible solution. Preventative care allows Å·²©ÓéÀÖ NHS to spend less money by intervening early on. At a later stage, symptoms might become much worse, treatment more complex, and Å·²©ÓéÀÖ expense much greater.

One year since publication, Å·²©ÓéÀÖ ten-year NHS plan is evolving in a positive direction, and Å·²©ÓéÀÖ goal of reducing A&E hospital admissions remains top of mind.

"By increasing emphasis on preventative care, primary care, and social care, officials hope to mitigate Å·²©ÓéÀÖ pressure on inpatient services. If Å·²©ÓéÀÖy succeed, Å·²©ÓéÀÖre is hope for continuous, high-quality care through Å·²©ÓéÀÖ NHS for many years to come."

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