Five Year Forward View

FUTURE PLANS AND STRATEGIES

The Five Year Forward View is a thirty nine page report by the NHS published in 2014 under the leadership of Simon Stevens as a planning document which sets out ways the National Health Service needs to change in order to ensure it remains affordable in the context of increasing demand and financial pressures.

RELATIONSHIP WITH PATIENTS & COMMUNITIES:

NHS is sometimes prone to a slightly reduced degree of engagement with the wider community, also a short-sighted approach to partnerships as well as underdeveloped advocacy and action on the broader influencers of health and wellbeing. Hence it is very imperative that the system looks into these particular areas through the following strategies.

• Getting serious

This can be done as either federations, networks or single organisations. And these would become the focal point for a wider range of all the care needed by the registered patients. These practices would help shift a lot of outpatient consultations and ambulatory care out of the hospital settings.

• Primary and Acute Care Systems (PACS): Primary and acute care systems (PACS) provides list-based GP and hospital services, together with mental health and community care, in single NHS organizations. This will happen for the first time. They can also evolve in different ways, for instance, by hospital trusts opening their own GP surgeries.

• Urgent and emergency care networks: Under this new care model, the urgent and emergency care system would be simplified to provide better integration between the A&E departments and other services that provide and support urgent treatments. Changes include the development of hospital networks with access to specialist centers, also new partnership options for smaller hospitals as well as greater use of pharmacists and out-of-hours GP services. There would be further freedoms for nurses, midwives and ambulance teams, and strengthened clinical triage and advice services to immensely help patients move across the whole system more successfully.

However in their individual work with the local NHS there are various ways in which more action in concert would improve the impact and reduce the burden on frontline services.

• Supporting a modern workforce: By supporting the health and wellbeing of frontline staff; providing safe, inclusive and non-discriminatory opportunities; and supporting employees to raise concerns, and ensuring managers quickly act on them.

• Exploiting the information revolution: This will include comprehensive transparency of performance data, family doctor appointments and electronic and repeat prescribing available routinely on-line everywhere etc

• Accelerating useful health innovation including in new ways of delivering care: This will happen through continued support to the work of the National Institute for Health Research (NIHR) and the network of specialist clinical research facilities in the NHS. They will also develop the active collection and use of health outcomes