Spring In-Brief 2019 - Page 1



In-Brief
The Long Term Plan issue - Spring 2019
Welcome to In-Brief
Welcome to our spring 2019 edition of Niche In-Brief; our collection of insights and articles from our
practitioners and partners. In this edition we are focussed on and around the NHS Long Term Plan,
particularly some of the challenges associated with integration. Integration is, of course, not a new concept
yet it is absolutely central to how future services will be designed and delivered. The challenge is, how can
we also think differently about workforce as this will be the most critical factor in delivering a sustainable
plan. We have done our own research about why some staff groups (in this case those who have been in
post for less than a year) are leaving. Is the NHS now simply unable to deliver upon the promise of a
rewarding career for our bright-eyed graduates? We hope you enjoy this edition and we will see you again
for our summer edition.
In this edition:
Old lock – new key?
Page 1-2
Model function over model
form. Page 3-4
The great woolly mammoth.
Page 4-5
Workforce retention.
Page 5-6
Housing and health.
Page 7-8
Start scoring goals.
Page 8-9
Listening to carers’
voices. Page 9
It’s game on for the NHS.
Page 10-11
Old Lock, New Key?
Sizing up the NHS Long Term Plan – Tom McCarthy
'It's the economy, stupid' was coined
by Bill Clinton's election strategist,
James Carville, in 1992 to emphasise
the single most important issue to
voters. The mantra became
established thinking; the economy
was thought to trump all other areas of
policy. The NHS Long Term Plan
shouts out ‘it’s integration, stupid’’
throughout its 133 pages. The, not so
new, theory of integration has been
posited as the way to develop a ‘future
fit’ NHS with the next decade acting
as the springboard.
Integration, a more joined up and coordinated NHS at both the service delivery
and planning level, will be the panacea for a whole range of issues currently
faced. Money will be fed into developing primary medical and community
health services, and into a host of clinical priorities (especially mental health).
The ultimate aim is increased capacity, more responsive care, reduced
upstream pressures (especially on overstretched acute hospitals) and so a
rebalanced NHS morphing gradually from cure to prevention.
The idea of ‘fracking’ money in at the primary and community level hoping for
resultant benefits will take a real leap of faith.
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