The Department of Health & Social Care has issued a call for evidence to inform the development of a 10 year workforce plan, looking to understand the roles and skills that will be critical to successfully implementing the 10 year plan.
The 10 year plan outlines a new operating model, a new era of transparency, a new workforce model with staff aligned to the direction, a reshaped innovation strategy, and a different approach to NHS finances. AI, technology, and digital tools play a key role in realising the ambitions in the plan, with the UK government signalling the intention to deliver more co-ordinated, personalised and proactive care.
Respondents are invited to share views and experiences either as an individual or on behalf of an organisation, with a request for evidence of the three shifts outlined in the 10- year plan being implemented locally and their impact on the workforce.
“Where possible, please support your submission with data and measurable outcomes, so we can learn from what is working well and apply those lessons across the NHS,” the DHSC states. This includes evidence of new digital initiatives that have improved patient care, the shift from hospital to community, preventative care, critical roles or skills, any barriers impacting the ability to have the right roles or skills in place, and how these barriers were overcome.
The DHSC also seeks evidence relating to current practices in workforce modelling, such as specific assumptions used in calculating how service redesign around digital models of care “might affect the numbers, deployment and/or skill mix of staff”, and how this impacts on workforce supply and demand.
Elsewhere, information is sought on productivity gains, with respondents asked for evidence of “top digital initiatives” delivered, actions taken to identify and address gaps in training to support the three shifts, and where patient participation in their care has been increased with the use of digital tools.
The call for evidence is open until 7 November, 2025. To learn more, or to submit evidence, please click here.
Wider trend: 10 Year Plan
The government has outlined the role of the NHS App in a health system of the future, highlighting AI-enabled features, links with wearable tech, and access to the Single Patient Record. Sir Jim Mackey, chief executive at NHS England, said: “The NHS App will be at the heart of the tech transformation we’re planning for the NHS to give people much more ownership of their healthcare – all from wherever they are at the tap of a screen.” The NHS App will become a “doctor in their pockets” for patients as a tool for access, empowerment, and care planning, creating a “full front door to the entire NHS”.
Under the 10 Year Plan, the government will undertake a national procurement for a new platform for “proactive, planned care”, offering expanded opportunities for remote monitoring. This is backed by further commitments to develop new payment models to encourage a shift in urgent and emergency care, offering financial incentives to drive neighbourhood health forward. The intention is for the platform to be available to all NHS provider organisations, offering functionality including the ability to remotely monitor patients with data flowing through the NHS App and Single Patient Record. This will reportedly encourage the proactive management of patients to “become the new normal”, allowing clinicians to reach out at the first signs of deterioration to prevent emergency admissions to hospital.
Dartford and Gravesham NHS Trust has explored how the organisation aligns with the NHS 10 year plan, to explore opportunities and make strategic recommendations. The activity is to inform focus areas including MDT integrated neighbourhood teams, MDT career pathway development, NHS App uptake, and leadership development. Published as part of the trust’s August board meeting, DGT notes to be “well aligned” with the 10 year plan, particularly with its focus on community, digital ambitions, and an integrated improvement approach. The trust highlights opportunities to increase commercial and innovation skillsets and to review strategic direction following NHS operating model changes.
