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| NHS Five Year Forward View | |
|---|---|
| Name | NHS Five Year Forward View |
| Date | 2014 |
| Jurisdiction | National Health Service (England) |
| Authors | NHS England, NHS Confederation, Monitor, Care Quality Commission |
NHS Five Year Forward View
The Five Year Forward View was a strategic plan published in 2014 setting out a vision for the future of National Health Service (England) services alongside allied organisations such as NHS England, Public Health England, and Clinical Commissioning Group. The document sought to align commissioners, providers, and regulators including Monitor, Care Quality Commission, and Health Education England with priorities articulated by leaders associated with Department of Health and Social Care, NHS Confederation, and think tanks like King's Fund and Nuffield Trust.
The plan emerged amid financial and operational pressures exemplified by high-profile incidents involving Mid Staffordshire NHS Foundation Trust and inquiries such as the Francis Report, as well as policy debates driven by actors like Jeremy Hunt and institutions including Downing Street and Her Majesty's Treasury. It was developed by executive teams from NHS England, clinical leaders from Royal College of General Practitioners, British Medical Association, and Royal College of Nursing, with input from patient groups including Healthwatch England and campaigners associated with King's Fund and Nuffield Trust. The document referenced structural discussions dating to reforms under the Health and Social Care Act 2012 and responded to demographic pressures documented by Office for National Statistics and epidemiological analyses from Public Health England.
The Forward View emphasised prevention through partnerships with agencies such as Public Health England, local authorities, and charities like Cancer Research UK and British Heart Foundation, while prioritising integration across pathways championed by Integrated Care Systems and predecessors such as Sustainability and Transformation Plans. It set priorities for urgent and emergency care reform influenced by reports from National Audit Office, elective care access improvements tied to recommendations from Royal College of Surgeons, and mental health expansion in line with campaigns from Mind (charity), Royal College of Psychiatrists, and YoungMinds. The plan stressed parity of esteem rooted in advocacy from Care Quality Commission findings and policy frameworks associated with Department of Health and Social Care.
Proposals promoted new care models including multispecialty community providers influenced by pilots run by organisations such as Guy's and St Thomas' NHS Foundation Trust, Cambridge University Hospitals NHS Foundation Trust, and Barts Health NHS Trust. The document encouraged integration with primary care networks represented by Royal College of General Practitioners and federations exemplified by NHS Alliance, incorporation of digital health solutions developed by firms partnering with NHS England and initiatives like NHS Digital, and adoption of population health management approaches practised in collaborations with local authorities and academic centres such as University of Oxford and University College London. It advocated shared decision-making models promoted by patient groups including NHS Confederation and Healthwatch England.
The Forward View outlined funding scenarios debated with Her Majesty's Treasury and scrutinised by National Audit Office, projecting resource requirements impacting capital and revenue streams overseen by NHS England and commissioning bodies like Clinical Commissioning Group. Workforce implications referenced staffing reports from Health Education England and trade unions including Royal College of Nursing and British Medical Association, and proposed recruitment, retention, and training strategies connected to professional bodies such as General Medical Council and Nursing and Midwifery Council. The plan intersected with wider fiscal commitments discussed by politicians including David Cameron and George Osborne during budget negotiations.
Reception varied across stakeholders including British Medical Association, Royal College of Nursing, King's Fund, and campaigners represented by Healthwatch England. Critics cited concerns raised by National Audit Office and commentators at Nuffield Trust about funding realism, while unions such as Unison and think tanks like Institute for Fiscal Studies questioned workforce assumptions. Others, including leaders from Monitor and Care Quality Commission, debated governance implications linked to the Health and Social Care Act 2012 and accountability discussions involving Parliament of the United Kingdom and select committees such as the Health and Social Care Select Committee.
Implementation proceeded through mechanisms such as Sustainability and Transformation Plans, later evolving into Integrated Care Systems, with pilots assessed by NHS England and evaluations published by National Audit Office and research from academic units at King's College London and London School of Economics. Outcomes were mixed: some localities reported reduced emergency admissions and improved integration as reported by NHS England and case studies involving Birmingham and Solihull Integrated Care System, while auditors like National Audit Office and analysts at Nuffield Trust highlighted persistent financial deficits and workforce shortfalls tracked by Health Education England and Office for National Statistics. Ongoing debates in venues such as Parliament of the United Kingdom and panels including Health and Social Care Select Committee continue to shape legacy and reform trajectories.