🆕 Q&A: With the new 10 Year Plan for the #NHS featuring a central role for neighbourhood health teams, we spoke to @theasrstein.bsky.social about what they are and what needs to happen for them to be successful.
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In both print and online versions of today’s @financialtimes.com, our Chief Executive @theasrstein.bsky.social says the vision behind the 10 Year Health Plan is the right one. The ambition for England’s NHS is clear, but it will be harder to achieve.
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He articulated clearly that the only way to turn things around in the ailing health service is by working collaboratively. We saw none of the previous language of “blockers and checkers” or implication that the health service was anti reform. In fact the opposite.
He gave a flavour of what’s to come in the forthcoming 10 year health plan - and in many ways it’s back to the 2000s (but without the money): a greater role for NHS regional tier, Foundation Trusts, financial incentives.
The diagnosis that sits behind this is that bureaucracy and top down control are at the heart of the NHS’s problems. There is no doubt that looking upwards and numerous onerous reporting requirements have not always served the NHS and its patients well.
But there is little evidence that simply changing structures leads to better health outcomes. This will be something to watch when the 10YP is finally published. Are structural solutions expected to do the heavy lifting for what is essentially a huge cultural shift in how the health service works?
Also interesting remarks from Streeting in the Q&A about how he has worked to improve relations between the DHSC, NHS and HMT. Tensions between these Depts have undoubtedly had a big impact in the past as the excellent @markgdayan.bsky.social has argued www.nuffieldtrust.org.uk/news-item/nh...
It will be an interesting few months. And thanks to @danielreynolds.bsky.social @confedmatt.bsky.social and the wider Confed team for a v impressive conference.
It will be interesting to see if this more collaborative and friendly tone from SofS sticks when the rubber hits the road in the face of continued financial pressures. Will the language of blockers and reactionaries return when difficult things are revealed to be difficult?
So what are the takeaways from @rthonwesstreeting.bsky.social address to @nhsconfed.org today? 1) a significantly more partnership-based approach to the leadership & staff of the #NHS. Good. They are crucial to delivery of any plan
So…. Welcome recognition of how hard it is and good that he sees that the NHS is up for change - much more realism - but a bit too much of a love affair with FTs - but let’s see …
6) Fewer targets, focus on health disparities - to be welcomed - no mention of the health mission….
5) says this is not a top down re organisation - get the point but wouldn’t feel like that in an ICB or NHSE
4) recognises the money is not going to be enough without reform. @nuffieldtrust.org.uk would add the need to make difficult choices ….
3) Organisational form can be flexible to place - GPs leading, GPs run by acutes -maybe a bit too much on structures - not enough on relationships & trust
2) the return of the Foundation Trust as a driver of change & entrepreneurship - hmmm - evidence mixed as to whether it was FTs drove big improvements or the £ at that time
So what are the takeaways from @rthonwesstreeting.bsky.social address to @nhsconfed.org today? 1) a significantly more partnership-based approach to the leadership & staff of the #NHS. Good. They are crucial to delivery of any plan
Proud of our small but mighty think tank @nuffieldtrust.org.uk today. Our remarks on the SR were put to Rachel Reeves on the Today programme today. And Wes Streeting starts his speech at #NHSConfedExpo by referencing our analysis with @thekingsfund of British Social Attitudes
Completely agree
Which parts of England are worst affected by poor child dental health?
Find out about our new analysis here. 👇🦷
@stutibagri.bsky.social #dentistry #oralhealth
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This is really excellent. Too many pertinent points to pull individual quotes out, but should be read by anyone and everyone working on the 10 year plan for the NHS. Change isn't driven by structures, it's led by people.
Please read this thread q out the terms of reference on the casey review from my colleagues,too important to overlook on a sunny friday afternoon …. bsky.app/profile/cami...
Phase 2 (long-term recommendations) of the commission is only mentioned briefly. This gives Baroness Casey more freedom to set the direction it will take as evidence is gathered by the team. Given the urgent need for reform, we hope to see firm plans, not just options for consideration, by 2028.
The commission will sit under the Cabinet Office, which should support its independence – acknowledging also the role of govt departments beyond DHSC: the Treasury, MHCLG & DWP. Strong & decisive leadership will be key to develop a coherent implementation plan recognising these interdependencies.
There are risks that financial pressures in the sector will escalate as the commission begins work. It’s too early to understand the impact of the new Employer National Insurance regime, but it could have potentially devastating implications for providers www.nuffieldtrust.org.uk/news-item/wi...