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Released Today...... With all eyes firmly on our new Government leaders, we stand with our health and care colleagues as we launch the Five-Point Plan, to support the delivery of positive change within the NHS. Supported by Sir Julian Hartley (Chief Executive, NHS Providers), and commissioned by Portakabin, 'The End of the Waiting Line' report explores five missions for establishing a resilient NHS estate that aims to reduce delays across the system. 🚑 System-wide approach - a holistic approach to estates and goals, avoiding isolated fixes 👥 Greater collaboration - fostering a national and regional health sector collaboration 👩⚕️ Staff and patient experience - clinically grounded buildings to support staff and patient experience ♻️ Prevent the waste - exploring cost efficiencies and prioritising sustainability 🏥 Adaptability of estates - healthcare spaces that evolve to meet changing needs Download your free copy of the Five-Point Plan: https://lnkd.in/exsdCu_9 We look forward to supporting decisive action from the country’s leadership to protect and safeguard not only the future of the NHS, but also the safety of its patients and workforce. #CareWithoutDelay

As the NHS is entering into financial year 24/25, we're starting to see more comment and analysis that all field based employees in the life sciences industry need to consider when looking to support their local systems. The latest analysis (again) from the IFS looks at NHS budgets (https://lnkd.in/eN7rpUvf - reference in article) suggesting a real-term budget cut in England and Scotland, with a modest increase in Wales. This could have implications and how you position your products / services will be important. There is a plethora of obstacles at the moment and it's so vitally important to really embed yourself at all levels of the ICSs you work in. Then, you can get a real picture of what driving regional priorities you can support with. Despite the implied cuts to budget, if your solution requires a financial outlay, providing you can present a solid value proposition that you'll address one (or more) of your ICS, NHS Trust or primary care priorities there is a good chance you'll be able to support in some capacity (perhaps think about pilots first). Let me know your thoughts 😃 #marketaccess #pharmaceuticalindustry #medtech

“Instead of the top-down approach of the past, this plan is going to have the fingerprints of NHS staff and patients all over it… And as we build it together, I want to frame this plan around three big shifts – first, moving from an analogue to a digital NHS. A tomorrow service, not just a today service. Second, we’ve got to shift more care from hospitals to communities… And third, we’ve got to be much bolder in moving from sickness to prevention.” So that is the Prime Minister’s view of what needs to be done to reimagine the NHS and the government are developing a 10 year plan. The report (https://lnkd.in/eunBS57G) by Lord Darzi, of his investigation into the NHS in England, highlights deterioration in the general health of people, increases in numbers of people living with multiple long term conditions and all sorts of well-known challenges around access to services throughout the health and care system. This is a time for Voluntary, Community, Faith and Social Enterprises across the country to come together and shout about the things that we do that we know make a real difference to people’s health, that if resourced properly could have a significant impact on demand for services. This is the time when we can enable people and communities to speak to the system and tell the NHS what they want and need in a health and social care system that works for them. Wes Streeting has previously talked about a Neighbourhood Health Service – to me that means a health service rooted in our communities and one which is more than ‘health services’. It is an approach to health and social care that recognises the impact and value of creative writing groups, coffee mornings, walking groups, men’s sheds, ukelele orchestras, can’t sing choirs, village halls and the whole host of things that help us to live well in our own communities. Alongside a few of my colleagues in other VCFSE health alliances we are working on a letter to the Health Secretary. What do we need to say to help them understand that the VCFSE has a pivotal role to play in a future NHS that is rooted in communities and in helping people to live well? How can we make sure that our fingerprints are all over this new plan too?! Please do share your thoughts below or email me.

Point32Health, the parent company of Harvard Pilgrim Health Care and Tufts Health Plan, announced an agreement to acquire Health New England. Key Points: - Acquisition expands Point32Health's reach: Serves 1.9 million members across 5 states, gaining 180,000 members in Western Massachusetts through Health New England. - Enhanced offerings: Combining strengths to provide a wider range of plans and access to a broader network. - Commitment to underserved communities: Both organizations prioritize serving the underserved and seniors. - Improved quality of care: Focus on addressing behavioral health, health equity, and social determinants of health. Learn more: https://hubs.ly/Q02mjqNF0

Aligning with Excellence!   We're pleased to see our mission echoed in the NHS Confederation's recent report on "Building the Health of the Nation".   Healthcare professionals have outlined five key recommendations for the government, and we're thrilled to see our efforts align perfectly.   1. Efficiency & Innovation: We utilise impactful #tech, routinely operate parallel theatres, champion #SuperWeekends and support our partner Trusts reduce both admitted and non-admitted waiting lists head-on, mirroring the manifesto's call for a sustainable, tech-forward NHS.    2. Empowering Teams: Our model supports the NHS's Long Term #Workforce Plan, ensuring skilled care is always within reach.   3. Closer Care: By offering care in #community settings, and delivering care during weekends, we're in lockstep with the push for primary and community-based services that are accessible.    4. Health Beyond Treatment: Leaving a legacy of best practices behind, we champion a healthier nation through #innovation and #collaboration. 5. Investing in Efficiency: We champion #efficiency and #productivity to cut waiting times, and ultimately save costs. Together, let's innovate for a healthier tomorrow and build the #HealthOfTheNation.   #InnovateHealthcare #NHS #Innovation #HealthTech #SuperWeekends #HealthcareFuture #EfficiencyInAction

We do a great job at identifying and costing what is needed to bring the NHS Estates up to some semblance of what it should be in a developed country ........delivering it is another question entirely so lets watch the 'priorities for a new government' glibly quoted in the article below . A new report from the NHS Confederation, Building the health of the nation: priorities for a new government, says that with the UK NHS having received lower capital investment than other healthcare systems internationally and other industries domestically, there needs to be a significant rise in NHS capital spending across the UK. Against the backdrop of ‘many dilapidated buildings’ the Confederation says that in England such spending needs to rise to at least £14.1 billion annually at the next three-year Spending Review – a £6.4 billion increase from the current budget of £7.7 billion, ‘so the health service can carry out essential maintenance and repairs to its estates, update old kit, and invest in cutting-edge technology, particularly in digital, technology, and AI.” #healthcareconstruction #nhs

With all eyes firmly on our new Government leaders, we stand with our health and care colleagues as we launch the Five-Point Plan, to support the delivery of positive change within the NHS. Supported by Sir Julian Hartley (Chief Executive, NHS Providers), and commissioned by Portakabin, 'The End of the Waiting Line' report explores five missions for establishing a resilient NHS estate that aims to reduce delays across the system. 🚑 System-wide approach - a holistic approach to estates and goals, avoiding isolated fixes 👥 Greater collaboration - fostering a national and regional health sector collaboration 👩⚕️ Staff and patient experience - clinically grounded buildings to support staff and patient experience ♻️ Prevent the waste - exploring cost efficiencies and prioritising sustainability 🏥 Adaptability of estates - healthcare spaces that evolve to meet changing needs Download your free copy of the Five-Point Plan: https://lnkd.in/exsdCu_9 We look forward to supporting decisive action from the country’s leadership to protect and safeguard not only the future of the NHS, but also the safety of its patients and workforce. #CareWithoutDelay HFMA Building Better Healthcare NHS Confederation Department of Health and Social Care John O'Brien (he/him) Rt. Hon. Wes Streeting MP Blue Lozenge

💡 Striking a balance: "As public servants, we’ve got to take responsibility for delivering productivity and effectiveness", says Caroline Walker, Interim Chief Executive of The Royal Wolverhampton NHS Trust and Walsall Healthcare NHS Trust. "Currently, the focus is on the financial position of Integrated Care Systems and the increased deficit of the NHS, and particularly on workforce growth. It’s more important than ever to come up with a plan that’s realistic, achievable and maintains patient quality and safety of care, but is also mindful that we must deliver that with good value for money for the taxpayer and within the financial constraints of the NHS. "Big decisions aren’t being made because of the here and now financial problems, but we still want to transform and improve our services and fight hard for our new hospitals and digital solutions. We’ve got big capital needs in the NHS and this focus on revenue deficits and pressure on the current year is delaying decisions on future big strategic projects. "There is still plenty of productivity and efficiencies to be had in the NHS, which we can’t ignore. "Workforce growth has been significant for the last few years, but it needs to be slowed down for the next few years. We’ve made some massive quality and safety improvements, opened more beds and facilities, but that continued workforce growth isn’t affordable. "When you talk about job reductions and financial constraints, everybody thinks you’re going to cut services, but that’s not needed. We’ve got to refocus our efforts on transforming – getting productivity and efficiency where it needs to be. There’s lots of benchmarking to tell us how we compare to other places and where we can focus. It’s going to be a challenge, but one we can meet. " Caroline Walker is one of our regular voices of FORTIS magazine. To access the magazine for free (digital or print), visit www.fortismagazine.co.uk. The Magazine from Health Spaces FORTIS | Connecting Voices in Healthcare FORTIS is a free forum to connect thought-leadership in healthcare – supported by events and publications – for the NHS to share ideas, innovations and insight in one central place: fortismagazine.co.uk. #fortis #fortismagazine #NHS

Completely agree with this report, personalised care and supported self management have the potential to create a dramatic shift in health. In Cornwall we have already trained over 1000 of our health professionals in health coaching skills to enable this cultural change. It will take time and research to explore the impact. #tpchealth #healthcoaching #personalisedcare