EXPLAINER: NHS LONG TERM PLAN NHS LONG TERM PLAN EXPLAINER:
vision to ensure better health and care. Read on for its key impacts for us and how NHS organisations like ours need to change.
COLLABORATION OVER COMPETITION
The plan moves away from the NHS purchaser-provider split towards area-based planning and closer collaboration among providers. By 2021, the plan intends there to be integrated care systems (ICSs) in place throughout England. These systems will enable commissioners and providers to decide together how to use resources, design services and improve health in their local area. In our area, the Hammersmith and Fulham Integrated Care Partnership has been a ‘ground- up’ response to developing more person-centred pathways of care since its inception in 2016. Connecting Care for Children (CC4C) is another fantastic example – one that was highlighted in the NHS Long Term Plan as a model of best practice. CC4C was born out of a desire by hospital-based paediatricians and local GPs to learn from each other and work more closely to provide better care to families. As a Trust, we’re also collaborating with Chelsea and Westminster Hospital by co-designing care pathways that are better for
INVESTMENT IN COMMUNITY AND PRIMARY CARE
The plan makes a commitment that funding for primary medical and community services will grow faster than the overall NHS budget. That doesn’t just mean more traditional primary and community care services, but also greater local access to the wealth of specialist expertise and
We’re already doing this with some services in some places, despite the
TACKLING HEALTH INEQUALITIES AND PREVENTING DISEASE The NHS is being urged and incentivised to take more responsibility for improving and maintaining the health of our communities. The plan encourages NHS organisations like ours to develop as ‘anchor institutions’ in our local areas – using our resources as large employers, purchasers and capital asset holders to help address the adverse social, economic and environmental factors that widen inequalities and contribute to poor health. We see more than a million patients a year and hold a unique position of trust within our community. We need to be more ambitious about what this position can help us achieve with, and for, our communities.
acting as disincentive; the plan is an opportunity to bring these pockets of innovation into the mainstream. Helping our communities to stay healthier at, or reducing what feels like the relentless pressure on our urgent and emergency services.
HUGE AMBITION FOR DIGITAL SERVICES AND USE OF DATA The plan has some welcome digital developments including a new NHS app – a big ambition for virtual services and a step change in patient access to information. As one of the 16 NHS global digital exemplars, we are already well placed to make the most of these opportunities – see page 13 for a look at just a few of our key digital achievements to date.
INVESTING AND PLANNING FOR AN EMPOWERED WORKFORCE The development of the NHS workforce is more important now than ever: we’re seeing rising vacancy rates as well as changing needs and expectations, are commitments in the plan to a major expansion in training places, working and a greater emphasis on career-long learning and development – work we’ve already started at our Trust. An ‘NHS workforce implementation plan’ is now in development.
FOR MORE INFORMATION
Read Professor Tim Orchard’s blog post for more information about the our organisation.
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