NHS Archives - WA Communications

Reflections on NHS Confed Expo 2025

Last week saw a busy few days at NHS Confed Expo 2025, with the overall mood across the board being one of cautious optimism. There’s no denying the scale of the challenges facing the health service, but what was obvious was a shared sense of collective will. Leaders and experts from different parts of the system all seem to agree that the NHS needs a new direction, and working together is the only way to get there.

Yet, under the surface of that optimism lies a degree of uncertainty. The much-anticipated 10-Year Health Plan (10YHP) still hasn’t been published, and it casts a long shadow. While everyone agrees that change is necessary, there’s still a sense that no one quite knows how we’re going to make it happen. As Jim Mackey noted in his keynote speech, public support for the NHS is waning and this may be the last chance to earn it back.

The promise of devolution

A few key themes unmistakably stood out throughout the conference – the first being devolution.

It’s becoming overwhelmingly clear that the NHS of the future will be far less centralised. Ten years from now, the role of central governance is likely to be significantly diminished. Instead, we’re seeing the increasing importance of NHS regions in overseeing provider performance.

Integrated Care Boards (ICBs) are also stepping into a more strategic role. They’re not only about strategic commissioning, but they are also evolving into guardians of population health, tasked with building neighbourhood-level health services tailored to local needs. This is more than a structural change, it signals a new way of thinking about accountability and responsiveness in the system.

Another standout conversation was around Foundation Trusts. The influence of Jim Mackey on Wes Streeting’s approach was clear. Trusts will be given the freedom to operate within a defined set of rules, but financial rewards will be closely tied to their ability to collaborate across the system and deliver on the so-called ‘left shift.’

Achieving the left shift

Another key theme was, unsurprisingly, prevention, which dominated discussions throughout the conference. Prevention will no longer be the responsibility of community providers and primary care. As many speakers put it, ‘prevention is everybody’s business.’

The left shift will not just be about moving services from hospitals into the community. Health leaders are increasingly aware that there will need to be a rethinking of how care is delivered, not just the setting where its delivered, but the model itself. There’s now an opportunity for health care leaders, and industry partners, to consider what care can look like if it’s designed around the needs of patients rather than settings. Again, the ‘how’ is still a little unclear, but the willingness to deliver seemed optimistic.

Partnering to deliver impact

A final theme to mention is partnerships. It’s clear that appetite for partnership working is growing, and crucially, it’s not just coming from industry. With capacity stretched and resources thin, there’s a pragmatic understanding that if industry can offer support, it has a legitimate role to play. The key will be ensuring that these partnerships are built on clear, shared objectives and a commitment to transparency.

Even historically sensitive topics, like Private Finance Initiatives (PFIs), are being re-examined. While there’s still wariness around private sector involvement, that caution is being offset by the need for investment and innovation. It’s likely we’ll see a reimagined approach to PFI, driven less by traditional Blairite ideology and more by necessity.

What comes next?

What’s clear from Expo is that there is appetite for change and the system is ready for reform.

But until the 10-Year Health Plan lands, we remain in a holding pattern. The document needs to do more than just set an operating framework. It needs to offer a compelling, cohesive vision for what the NHS can become, rooted in collaboration, shaped by local needs, and open to partnership.

And then the real challenge will begin in implementing the plan – our hope is that the openness to partnership remains, and we can work collaboratively across the system and life sciences industry to deliver real change and positively impact outcomes.

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How Darzi’s dossier of desolation sets the stage for a rebooted, more radical Long Term NHS Plan

The NHS is on ‘life support’ and needs ‘major surgery’. Years of increasing demand, systemic strain, and the challenge of the COVID-19 pandemic mean it is now time to ‘reform or die’.

With rising public dissatisfaction, mounting waiting lists, and a system struggling to keep up with demand, Lord Darzi’s report is stunning in its frankness and makes for sobering reading. And while it’s the latest in Labour’s ‘look what we’ve inherited’ strategy, the report paints a picture that health leaders recognise.

David Thorne, WA Health Adviser and Director of Transformation at Well Up North PCN said ‘It’s a true portrait of the difficulties faced from top to bottom in the NHS. But with this comes the chance to reform, transform and drive change.’

Labour intends to use the report as a platform to set out how it needs two terms in Government and a long-term mindset to overcome these major problems – doing so will need them to balance urgent against important, acute vs critical, and public demand vs operational and budgetary realities – Labour knows this, which is why the Darzi report is the precursor to a new ten-year plan being crafted by Professor Paul Corrigan, that will set out the how.

Another one? Aren’t we five years into an existing NHS Long-Term Plan? One that was rich with thought and requested by the NHS itself?

With some of the critical challenges sounding familiar, the temptation when the 10 year plan consultation eventually opens might be to dig out submissions from 2019!

That would be a mistake. Darzi’s report does not make policy recommendations (as set out in its terms of reference) but if we take it to be the bedrock for the ten-year plan, Darzi has set the stage to go beyond the LTP, pushing for what may need radical and transformative reforms.

How could this rebooted plan differ, and what new directions will it take to secure the future of the NHS?

What’s familiar?

Several key themes remain consistent but have evolved from 2019, particularly on prevention, digital transformation and workforce.

1. Prevention and health inequalities: Both the LTP and Darzi stress the importance of prevention. Wes Streeting has also aligned to this heavily. But while the LTP focused primarily on reducing the burden of preventable diseases like smoking, obesity, and alcohol-related harm, Darzi has gone beyond and expanded the focus more heavily on issues including social determinants of health, recognising the impact of factors such as housing, income, and education on public health. The aim is to tackle these issues in a more integrated and community-focused way.

2. Digital transformation: Darzi has placed a major emphasis on AI, data integration, and enhanced digital tools to improve efficiency and patient care. The goal is to create a more digitally-enabled NHS that can respond to the needs of modern healthcare.

3. Workforce expansion and retention: The workforce crisis in the NHS remains one of its most pressing problems. While the LTP set out to increase the number of healthcare professionals, particularly in nursing and primary care, the Darzi report has also included issues such as re-engaging staff and tackling issues of burnout and low morale. Retaining existing staff and improving working conditions will be central to Labour’s long-term strategy to restore the NHS workforce, with an early win in the bag via the Junior Doctor’s pay settlement.

A more radical shift: What does Darzi tee up?

Lord Darzi has created a platform for a much more radical and ambitious vision for the future.

1. System reorganisation: One of the most significant changes will need to be in the way the NHS is structured and managed.

The priority will be to shift more services out of hospitals and into community settings, with the intention to deliver care more efficiently and at a lower cost.

Working within the current legislative architecture (which Darzi welcomes as a restoration of sanity), this may mean expanding integrated care systems (and giving local health bodies more decision-making power by ‘reinvigorating the framework of national standards, financial incentives and earned autonomy as part of a mutually reinforcing approach…’

2. Financial reforms: The Darzi Report highlights the imbalance in spending, with too much of the NHS budget going towards hospital care and not enough being directed towards primary and community care. The report sets the need for a reallocation of resources. The new plan will therefore need to restructure NHS funding, ensuring that resources are used more effectively and in line with patient needs.

3. Rebuilding and maintaining resilience: The COVID-19 pandemic exposed significant vulnerabilities in the NHS (see the COVID-19 Enquiries’ findings) particularly in its ability to manage public health crises while continuing routine care. Lord Darzi has therefore focused heavily on resilience and preparedness, and the need to ensure the NHS is better equipped to handle future emergencies. There is now a greater understanding of how the UK fits into a global health system, supply chains and onshore capabilities.

4. A focus on disease: After the focus on major conditions seen in the last few years, there is a notable focus on diseases. Again, many priorities remain from the LTP, but others appear to be scaled back or integrated into broader health strategies. Given Streeting’s noted prioritisation of cancer, mental health (particularly in children) and cardiovascular disease, these are unsurprisingly front and foremost of the report. Interestingly, diabetes looks set to be included within CVD and dementia care (a prominent part of the LTP) has dropped out.

The path forward: Rebooting the NHS

Darzi’s stark analysis means the upcoming ten year plan cannot just be another strategy in a long line of NHS strategies – the scathing diagnosis will springboard an opportunity for radical thinking.

While the 2019 Long Term Plan laid the groundwork for important improvements, the Darzi Report makes it clear that more radical reforms are needed to meet the evolving challenges in the coming decade.

The shift towards community-based care, better resource allocation, and pandemic preparedness signals a bold new direction for the NHS.

In Lord Darzi’s words, “The NHS is in critical condition, but its vital signs are strong”. The new plan offers a real opportunity to rebuild the NHS into a more resilient, patient-centred, and forward-thinking institution. However, as the report acknowledges, it will take time to fully implement these changes.

The challenge now lies in the effective execution of these reforms to ensure that the NHS not only survives but thrives in the years ahead.

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Navigating party priorities: health policy in the political landscape

With Party Conference Season now behind us, we have (some) more clarity on the health priorities of the two major political parties. Now that both the Labour and Conservatives have established their positions, what does this mean for organisations seeking to engage on the commitments made by both sides, as competing priorities divide attention?

In this analysis we show how healthcare organisations can amplify their policy objectives with Government and the Opposition through shared ambitions, as Westminster gears up for a general election.

Prevention is the name of the game

Your policy positions need to align to the prevention agenda.

While political championing of prevention is not new, one of the clear shifts for both parties this year was the central focus on public health and prevention.

For the Conservative Party this is a significant change in direction, fronted by the smoking ban announcement made by Rishi Sunak on the final day of conference; arguably, what could be one of the most significant public health interventions of recent decades. This is perhaps not surprising, given it is unlikely that the Government will have met many of its 2019 health manifesto commitments by the general election and hence a desire to show real change.

For Labour, Wes Streeting’s ‘shift from treatment to prevention’ was reiterated throughout conference. Unlike the Conservatives’ approach of bold policy to demonstrate change, Labour’s position is focused on long-term planning. However, despite talk of 10-year strategies and the shift towards community-centric care, many were left questioning the practicalities of implementation including the rebalancing of investments and community staffing.

Crafting effective policy asks

Your policy asks must focus on levers that can enact change and drive impact.

While ambitious reforms may capture attention, policy teams in Government and the Opposition are facing competing priorities with limited resources.

Wes Streeting has reiterated this distinction, favouring detail and evidence over ‘pledge card policies’. This is especially important to bear in mind when engaging with Labour. Also, while Streeting may have presented his overarching goals in Labour’s Health Mission, his shadow ministers are still getting to grips with the intricate details of their briefs.

It is nuanced and well-articulated policies that will hold weight for Labour and the Conservatives in the run-up to the general election. This means an opportunity to engage constructively by offering expertise, insights, and data that can inform policy decisions. Organisations should invest in refining their precise policy asks that address the current real-world challenges, and where possible, costed roadmaps for implementation.

In it for the long haul

Focus on policy proposals that can unlock cash or productivity

What is abundantly clear is that both parties are positioning their priorities as long-term commitments and ambitions.

For both, this is in part necessity – with reluctance to commit to any new policy proposals for fear they could be held up as uncosted. The other part is about positioning, with parties wanting to be seen as the safe bet for the future. This pivot will arguably be harder to pull off for the Conservatives who have been at the helm for more than a decade. For Labour, it may suggest short term inertia if elected, with fiscal restraint likely to remain front and centre in the first 12-18 months.

For organisations looking to engage with the health policy agenda is greater scrutiny on the financial implications of policy proposals. Political and policy prioritisation is likely to be focused on interventions that can either unlock cash or create an immediate and measurable impact on productivity to unlock capacity in other parts of the system. Engagement should focus on being explicit about where these savings can be made.

About WA Communications

WA Communications is an integrated strategic communications and public affairs consultancy. Our specialist health practice supports clients across a diverse range of diseases at the intersection of policy, government affairs and communications, to achieve their strategic objectives.

If you would like to discuss how we can help your key areas of focus, contact Giulia Corsi at giuliacorsi@wacomms.co.uk.

Our analysis of the Labour Party’s health policy thinking draws Next Left – WA’s recently published Guide to Engaging with the Labour Party – which explores the people, processes and politics shaping the development of Labour’s next election manifesto, and how businesses in every sector can engage with the party’s plans.

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NHS Leader Joins WA Communications Advisory Board

We are pleased to announce the appointment of NHS leader Mike Bell to our growing advisory board. Mike Bell brings a wealth of experience and expertise in the healthcare sector, having served in various senior roles within the NHS.

Mike is currently Chair of NHS South West London Integrated Care Board and Chair of Lewisham & Greenwich NHS Trust.

With over 25 years of NHS board level experience, including more than a decade on strategic health authority boards, including as vice-chair of NHS London, Mike brings a deep understanding of the healthcare landscape to his advisory role. Previously, he served as the Chair of Croydon Health Services NHS Trust, playing a pivotal role in improving healthcare services in the Croydon area.

Our specialist health practice offers integrated services in public affairs, corporate communications, digital, research, and creative services. Current clients include life sciences companies including Sanofi, AbbVie and Roche, as well as charities and patient groups including Guide Dogs and Muscular Dystrophy UK.

Mike Bell’s appointment to the advisory board further strengthens our commitment to providing strategic counsel in the healthcare sector.

WA’s advisory board is chaired by Sir Philip Rutnam – former Permanent Secretary at the Home Office and Department of Transport, and founding Partner of Ofcom. It also draws together senior figures from the communications industry, Westminster, the media, and the health sector, including former CEO of Grayling UK Alison Clarke, and broadcaster & journalist Steve Richards.

Commenting on the appointment, Caroline Gordon, Partner and Head of WA Communications’ health team said,

“I am delighted to welcome Mike to our team. His extensive experience and strategic insight in the NHS and medtech sectors will be invaluable in delivering senior counsel to our clients in health and life sciences. WA is now even better equipped to navigate the complex and changing landscape of healthcare delivery and drive meaningful outcomes for our clients.”

Mike Bell added,

“I am delighted to be joining WA Communications at this exciting time. As a member of WA Communications’ advisory board, I look forward to using my experience from two decades in the healthcare sector to provide strategic guidance that helps clients partner effectively with the NHS.”

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Archive for the ‘NHS’ Category

Reflections on NHS Confed Expo 2025

How Darzi’s dossier of desolation sets the stage for a rebooted, more radical Long Term NHS Plan

Navigating party priorities: health policy in the political landscape

NHS Leader Joins WA Communications Advisory Board

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