A health service that’s collaborative and open to change will be much better placed to withstand whatever headwinds will come. Like mandating clearer calorie information in restaurants and takeaways, and banning the advertising of high-fat, sugar and salt products before 9pm on TV and online. It will take only 2 minutes to fill in. They say there are no atheists in a lifeboat. These for me, are the 7 big lessons of the crisis. But free up clinicians to concentrate on what really matters. Japan and South Korea for instance, have the lowest rates of obesity in the OECD. Today the NHS published the latest part of its People Plan. We also use cookies set by other sites to help us deliver content from their services. The latest OECD data shows that we only spend 2p in the pound on administration in the NHS, compared to, for example, to 6p in France, and 8p in the USA. And we made it easier to link the primary care records of millions to the latest data on coronavirus. So we must work to break down the silos that exist between providers and trusts of all kinds. This crisis showed that we were at our best when we were looking outwards, drawing on ideas and expertise wherever they may be found – and that means the private sector too. And this is in a way how I see my job and role as Secretary of State for Health and Social Care: not to impose some preconceived utopia that might look good on a management consultant’s slide deck but bears no relation to reality on the ground. In fact, the last 30 years is littered with top-down reorganisations and big-bang structural reforms, quangos and quasi-markets, and theories and pilots and reports and boards and commissions. But none of that makes it any less valuable. Health care in the United Kingdom is a devolved matter, with England, Northern Ireland, Scotland and Wales each having their own systems of publicly funded healthcare, funded by and accountable to separate governments and parliaments, together with smaller private sector and voluntary provision.As a result of each country having different policies and priorities, a variety of differences … However, today, I want to talk about what we’ve learnt about the health and social care system in this country. In fact in the future, I want us to go even further. with a higher proportion of employees that have access to health insurance cover, for example airlines, oil and commercial property, . The disproportionate impact of the virus upon black and minority ethnic people – including in the NHS and care workforce – has been particularly troubling. So to promote collaboration and change, we need more transparency, better use of data, more interoperability, and the enthusiastic adoption of technological innovation that can improve care. And of course search for a vaccine that can help us return to normal life. Using those teachable moments to help people to make the change. Because as well as that great outpouring of emotional support from the British public, the crisis brought real, practical help for the frontline. This should be a wake up call for us all. That was made up of the private acute hospital sector (£4.141 billion), plus income from We must learn from how the NHS and social care worked during the peak. Future Health is an international world class exhibition and conference, organised in association with UKIHMA. People are understandably angry about these disparities, and I feel a deep responsibility to get this right. Now during the pandemic, that model came into its own, with 7-day support so care homes and district nurses always had someone they could call if they couldn’t get through to the local GP. At a time when over 750,000 online assessments were carried out in just one day in mid-March. We also learned that people do their best work when they’re trusted to get on with the job. With employers, town hall planners and the food and drink industry all playing their full part too. However, in. We must move away from thinking about spending as an NHS pound or a Council pound. Tightly packed together in the narrow, unplanned medieval streets. But if they are able to, patients should get in contact first – via the web or by calling in advance. During coronavirus, when many secondary care appointments were cancelled for those with chronic complex conditions. He saw a janitor carrying a broom and asked him what he was doing. ocalised increases in COVID-19 infection rates, however temporary. So for instance, before coronavirus, there were plenty of theories about how to transform health and social care. And scythes away the red tape, attitudes and ways of working that stand in the way. And out of its ravages, let us build a health and social care system of the future. That’s why the NHS itself has proposed adjustments to join up services both nationally and locally. Leveraging the opportunities and efficiencies offered by digital transformation is key for any organisation to remain viable and fit for the future. The NHS must be connected to the places they serve, coterminous with local authorities where the crisis has shown that councils and the NHS can work wonders when they work together.