A Ten Year ... Manifesto from Labour

A Ten Year ... Manifesto from Labour

Last month, at NHS Confed Expo, Sally Warren dropped a hint about the way we should view the Ten Year Plan.

One of the key figures behind Wes Streeting’s blueprint told us we should remember it is a “Government White Paper not NHS planning guidance”.

I’ve been saying for a while the plan will likely underwhelm but if ever we saw an exercise in expectation management this was it.

I cannot fault the Secretary of State’s three shifts - analogue to digital, hospital to community and sickness to prevention - and they sensibly run like a watermark through the document.

A lot of the content - supervised tooth brushing, digital telephony for GP's and community outreach door-to-door - has of course long since been announced but generally speaking, I welcome the concept of a 'Neighbourhood Health Service' to "bring the NHS closer to home ... under one roof."

Many will however, not unreasonably, echo Sarah Woolnough from the King's Fund in asking when exactly it will be mean you can see a GP more easily, or get mental health support for your child or not wait hours in A&E.

I commend all the stuff around the 'next gen' NHS App, use of AI to track disease and aid patient safety so long as it is user friendly, actually prevents ill health and makes even a modest in-roads into the billions of pounds each year clinical failings cost the NHS.

But there is a sense, not least on commissioning and structures which are crucial to reassure investors of course, we still have as many questions as answers.

The challenge now for Ministers however is as much political as it is health.

The Welfare Bill climbdown, and the bad feeling it has created between Downing Street and its own backbenchers, could impact right across domestic policy. And public sector reform, especially for a Labour Government, should always be seen in the wider political context.

Will this Prime Minister, and his ambitious Health Secretary, have the stomach to embark on the kind of service transformation they say is required to ‘save’ the ‘broken’ NHS?

When it comes to tough choices on moving resources from secondary to primary care, finally admitting to dozens of Labour MPs the new hospital they campaigned on isn’t going to happen, will they choose reform?

When it comes to embracing the independent sector - and really burning through those elective waiting lists - will they be able to resist an ‘NHS first’ amendment to the forthcoming health bill from their newly emboldened MPs?

When it comes to resisting the resident doctors’ latest pay demand, will they say no this time or blow the extra money allocated in the spending review on appeasing the BMA?

And when it comes to taking on the ‘nanny state’ argument, so often deployed to thwart genuine cross-government prevention efforts, are they up for the fight given the nervousness of backbenchers facing a threat from Nigel Farage in the old red wall?

Until now, government health policy has been the Whitehall equivalent of a US ‘write in’ ballot where, under cover of an emerging Ten Year Plan, it can be whatever you want it to be. Now, with the clock ticking towards the next election, the rubber hits the road as never before.

If you were to sum of the Ten Year Plan in two bites you’d chose ‘NHS App’ and 'Neighbourhood health'. They are important but Ministers will need to be brave and even consider a rebirth of NHS Digital as NHSE bites the dust and they will need more money from the Chancellor.

There are a great many threads in the plan which are worthy of consideration and invite discussion. That is an opportunity for the wider health sector to engage with the system and Ministers.

What is missing is a ten year funding plan (last month’s CSR only covers the next 3-4 years) that includes new capital spend, a revised workforce plan and an answer to social care.

Above all, it needs an implementation plan. Or put another way, for the White Paper to morph into NHS planning guidance.

Cherilyn Mackrory

Former Member of Parliament | Managing Director, Made for Life Organics

2mo

Thanks for this sensible take Steve 👍

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Tito Castillo (FBCS CITP CHCIO)

Enterprise Architect & Data Management Consultant

2mo

You’re right to ask whether we are being honest about delivery capacity. But I think the challenge goes deeper than just ambition or realism. We still lack the underlying architecture to make any 10-year plan work. Without shared definitions of capabilities, without proper metadata governance, and without a framework to assure the safety and fairness of AI and analytics, we are setting ourselves up to fail, no matter which party is in power. A long-term plan is welcome. But if we don’t fix the foundations, we will be having this same conversation in another ten years.

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John-Paul Crofton-Biwer

🧡Healing our NHS & building healthy communities.🧭Health systems guide: Advice & support to help you be at the leading edge of change in healthcare. Make new things possible! If you want to collaborate get in touch. 🫶

2mo

The problem is that the jump from where we are now to where the plan says we need to be is more like a wide glacial valley. Putting this stuff into a workable plan that goes from today and delivers something broadly like the plan at least in some partial form before the next election is no mean feat. At the same time the NHS and it's managers will quite happily go along shouting work harder and save money at each other and not fundamentally changing anything. (Apart from create a few fig leaf pilots) The delivery plan is going to have to recognise who is going to do the change, how, what resources and time they have and what they are going to have to stop doing (ie if the hospitals have less resources what do they stop!!) They also need to put an emergency break on the 50% ICB cuts (its not even a political topic of any note) or risk losing the people with the very skills and capability they so obviously need to deliver the plan. Otherwise come the election the NHS plan is going to look awfully like Chamberlains white piece of paper in the 30s. All talk and good will. Whilst in reality the mess continues to deteriorate.

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Dr Saif Abed

Cyber Audit, Policy & Executive Risk Advisor | Trusted by UK Gov, EU, WHO & Global Boards | Work Cited at UN Security Council by WHO DG | Expert Witness | Partner, The AbedGraham Group

2mo

Steve Brine I was astonished that the document had no mention of cybersecurity. How is it possible to build a digitally powered health service without any form of cyber-resiliency? By creating greater digital maturity without matching security maturity we are creating both sizeable public health and national security risks (as per image below). The inevitable compromise and patient harm will set back public trust if left unaddressed.

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Rt Hon Andrew Stephenson CBE

Chair. Trustee. Director. Former UK Government Minister (Business, Cabinet Office, Foreign Office, Health, Housing and Transport). Member of Parliament for Pendle 2010-2024. Chartered Manager (CMgr MCMI)

2mo

Love this take, Steve. We can all agree with the laudable vision, which mirrors many of the ambitions of the previous government. But understanding the political context, which you have set out so eloquently, and the barriers to implementation is key. Let’s hope the real detail system leaders need follows quickly 🤞

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