How we will enable the NHS to be 'Fit for the Future'

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We will assess system readiness, run pilots for integrated neighbourhood care, engage cross-sector partners early, track impact through data dashboards, and lead workforce change through targeted training and leadership development. We will -

• Conduct maturity and readiness assessments in local systems (ICSs).
   
• Run pilot programmes for neighbourhood centres, digital integration, and prevention models.
   
• Look to integrate cross-sector stakeholders early (local gov, industry, volunteers).
   
• Build dashboards tracking healthy life-expectancy, digital uptake, financial performance.
   
• Support the launch of staff change programmes: training, change champions, leadership engagement.

We will design and implement integrated community health hubs, support the rollout of personalised care plans, and pilot cross-sector models of care integration to enable the hospital to community shift. We will -
 

• Design, deliver and embed neighbourhood health centres: new builds/refurbs.
   
• Integrate multidisciplinary teams (GPs, nurses, pharmacists, allied health pros, social care, job advisers).
   
• Set up personal care plans: the target being 95% of complex-need patients with agreed plans by 2027.

• Support the test–learn–grow rollout.
   
• Run agile pilots and iterate at place-level.
   
• Embed NHS–local government–private sector coalitions to build community-level delivery networks .

We will design and implement targeted interventions on weight management, smoking, and vaping, with a focus on reducing health inequalities across communities. We will - 

• Design and scale preventative services.
   
• Implement weight‑loss interventions: rolling out where convenient (high street/out‑of‑town).
   
• Support tobacco & vape regulations: implement ban for under‑16s and advertising curbs.
   
• Enable the broader prevention via schools, employers, councils.
   
• Address health inequalities, achieve halving of healthy life-expectancy gap between richest/poorest regions.

We will develop and deliver workforce strategies encompassing upskilling, recruitment, cultural transformation, and change management to build capacity and resilience. We will - 

• Enable workforce models to evolve.
   
• Help to recruit & train thousands more GPs.
   
• Upskill staff on digital tools; relieve administrative burden using AI.
   
• Support reform terms: flexible working, rewards and career development.
   
• Foster a culture of innovation, and encourage frontline ingenuity via devolved decision-making and transparency.

• Support the launch of reshaped innovation strategies in R&D, genomics and life sciences.
   

We will structure PFI/PPP funding with aligned performance incentives and governance to ensure delivery, value, and accountability. We will -

• Explore and use new financial mechanisms.
   
• Help to introduce legally capped budgets and performance-based financial incentives linked to patient satisfaction.
   
• Enable the use of capital funding and public/private financing for health centres.
   
• Encourage transparency by publishing performance and patient choice charter.

• By reviewing productivity through Andy Haldane-led reports.

• We will ensure accountability & sustainability by supporting the enforcement of new statutory financial accountability, if deficits persist .

We will conduct a structured, evidence-based review of how the change was designed, delivered, and embedded — and whether it is achieving its intended outcomes. We will test the below to inform the review -

• Strategic Alignment – Is the change clearly linked to system priorities and goals?
   
• Delivery & Engagement – Was it well-managed and co-designed with staff and communities?
   
• Impact on People & Services – What’s changed for patients, staff, and service quality?
   
• Equity & Outcomes – Has it improved outcomes and reduced inequalities?
   
• Sustainability & Learning – Can the change be sustained, and has learning been captured?