The NHS 2025/26 priorities – where does the sector fit in?
NHS England has just released its 2025/26 Priorities and Operational Planning Guidance, setting out key areas of focus for the year ahead. While the document emphasises collaboration and local flexibility, it does not explicitly mention voluntary, community, faith and social enterprise sector. However, this does not mean there is no role for the sector —far from it. Here are our initial thoughts on the guidance and the role of the VCFSE sector.
The guidance highlights the need for improved access to care, greater efficiency, and tackling health inequalities. These are all areas where VCFSE organisations already play a critical and expert role. From supporting vaccination and screening programmes, helping NHS staff with training, mobilising volunteers and providing crucial preventative and early intervention services, the sector’s contribution is undeniable and never more needed.
A shift towards local decision-making
Perhaps the most promising takeaway from this guidance is the increased control that Integrated Care Systems (ICSs) will have over local funding and decision-making. This devolution of funding presents a real opportunity for the VCFSE sector to deepen partnerships with health systems. With funding and decision-making happening closer to communities and with more flexibility this will ensure that the voices of communities are heard, and services are truly accessible to those who need them most. It is vital, however, that this funding is guided through the lens of prevention and does not become swallowed by acute trusts.
Concerns over the removal of key targets
The removal of specific health targets, such as those for dementia, women’s health, and learning disabilities, has raised concerns that these areas may receive less funding and attention. Without national targets, resources may be redirected elsewhere, leading to fragmented services and inconsistent care across regions. Additionally, recent comments from the Health Secretary about breaking the "culture of the voluntary sector" (as noted in this statement from the Royal Osteoporosis Society) have further unsettled organisations that play a critical role in patient care.
The VCFSE sector is a trusted partner in driving preventive change, and we would like to see North West health systems maintain and strengthen the partnerships built over the years to ensure the continued delivery of effective, high-impact patient pathways and services.
The challenge of efficiency savings
There is some expectation that with providers being asked to make four per cent efficiency savings, despite an overall uplift in budgets, there is a significant risk of cuts and service closures in order to meet these targets. However, with the VCFSE sector’s bread and butter being prevention, alongside value for money and the social value that the sector provides, there is every opportunity for us to shout about our successes and our impact to further cement the sector’s role in the long-term vision.
Opportunities in neighbourhood health models
The inclusion of expanding neighbourhood health service models as mechanisms for preventing admissions and improving access to care may also create opportunities for the VCFSE sector. Potential integrated service offerings, closer collaboration, streamlined access to care, and the development of a shared vision with common outcomes can help strengthen partnerships and enhance engagement with communities.
Integrated Care Boards will be required to work with wider system partners to develop plans that align with both the objectives set out in the guidance and local priorities for March 2025.
Looking ahead
At Voluntary Sector North West, we will continue to advocate for a stronger, more integrated role for the VCFSE sector. We will closely monitor developments to ensure that the sector’s central role in health creation is embedded within the 10-Year Plan, working in collaboration with our infrastructure partnerships across the North West.
Let’s make sure that collaboration isn’t just encouraged—it’s embedded in the system.
New website launched to help prevent suicide across Cheshire and Merseyside
This month sees the launch of a new website aimed at preventing suicide across Cheshire and Merseyside. The website has been designed for professionals to help them to support those who are struggling with suicidal thoughts and/or self-harm.
High levels of self-harm and suicide indicate that some people are really suffering. Research shows that when someone takes their own life it can impact up to 135 other people, from friends and family, to colleagues, neighbours, and many others in their community. Sadly, there has been an increase in suicides across Cheshire and Merseyside and across the North West.
The Cheshire and Merseyside Suicide Prevention Partnership has been devised with the explicit aspiration of trying to prevent suicide and help make Cheshire and Merseyside a place where people never look to suicide as an answer.
A key way of achieving this goal is by ensuring people have access to information and support at the right moments. This can be people who are in crisis, people who know someone in crisis, or those who encounter people who are struggling in their daily lives.
The new website – sppcm.co.uk – has been developed specifically to provide information for professionals working across the subregion and equip them with insights, training and access to other groups that work on reducing suicide.
Complementing the website is a toolkit, with ready-to-use communications materials for partners to share with their networks on social media channels and in their place of work.
It’s a myth that it’s wrong to ask people if they are feeling suicidal, it’s okay to ask. The Cheshire and Merseyside Suicide Prevention Partnership hopes to tackle this by making it easier and by providing resources to help dialogue to occur in a sensitive and timely way.
There are many, many different reasons why people choose to take their own lives. But the Cheshire and Merseyside Suicide Prevention Partnership is helping to share the knowledge and start the conversations that will help communities reach those who feel alone before they reach crisis point.
The Cheshire and Merseyside Suicide Prevention Partnership, led by the Champs Public Health Collaborative on behalf of the nine Directors of Public Health and the NHS Director of Population Health across the subregion, drives strategic suicide prevention action across all nine local authority places.
The Partnership consists of a wide range of members including Public Health representation, the Lived Experience Network, Mental Health trusts, local Councillors and other key partners.
Ruth du Plessis, Lead Director of Suicide Prevention for the Collaborative and Director of Public Health for St Helens chairs the Partnership Board.
She said:
“With this new website, we will be supporting professionals across Cheshire and Merseyside by helping to equip them with the tools and knowledge to have conversations with those who have self-harmed or thinking of taking their own life.
“Our aspiration is for Cheshire and Merseyside to be a subregion where all suicides are prevented, where people do not consider suicide as a solution to the difficulties they face and where people have hope for the future.
“By working together, we can make a difference, save lives and improve the health and wellbeing of many.”
For more information about the Champs Public Health Collaborative’s Suicide Prevention programme, visit https://champspublichealth.com/suicide-prevention/
Understanding the English Devolution White Paper and its impact on civil society
The much-anticipated English Devolution White Paper, published on Monday 16 December, marks a significant step towards reshaping governance in England. As we move towards the implementation of the English Devolution Bill, this framework aims to establish a consistent and comprehensive approach to devolution across the country.
For the voluntary, community, faith, and social enterprise (VCFSE) sector, the white paper is a game changer. It presents new opportunities but also challenges that demand our sector to adapt and engage actively in shaping the future.
What is devolution?
Devolution involves transferring powers and resources from the national government to local levels, enabling decisions to be made closer to the communities they impact. With a focus on creating Strategic Authorities, often led by Mayors, the white paper promises more localised control over transport, skills, housing, and climate strategies.
Implications for the VCFSE sector
Despite its emphasis on localised power, the white paper overlooks the vital role of the VCFSE sector in connecting communities with local authorities and fostering grassroots initiatives. Key proposals include:
Integrated Settlements: Strategic Authorities will gain streamlined funding with more control over budgets to meet need as outlined within Local Growth Plans, but there is limited guidance on how VCFSE organisations will contribute to planning or delivery.
Employment and skills support: Reforms such as merging JobCentre Plus and the National Careers Service will require VCFSE input to ensure inclusivity and tailored support.
Community assets: The focus on local ownership, such as the Right to Buy for Assets of Community Value, offers potential for community-driven initiatives but risks burdening local groups without adequate support.
Partnership working: The focus on local may provide opportunities for the VCFSE sector at place to be a key partner in implementing devolution across the country.
The path forward
For the VCFSE sector to thrive within this framework, proactive involvement is essential. By collaborating with local authorities, fostering partnerships, and advocating for grassroots approaches such as Citizen’s Juries, we can ensure that devolution truly empowers communities.
This is a critical moment for civil society. We need to seize the opportunity to make our voices heard and champion a devolution that works for everyone.
Read our full analysis here, developed in partnership with Network for Europe.
Spotlight on Manchester City Council’s Our Manchester Funds team
Manchester City Council’s Our Manchester Funds team was awarded with Outstanding Commissioner in the Local Authority category, at our Funding & Commissioning Awards 2024, celebrating their outstanding contribution to the voluntary, community, faith, and social enterprise (VCFSE) sector across Manchester.
Our Funding & Commissioning Awards honour outstanding individuals and organisations driving excellence in funding and commissioning within the North West's VCFSE sector. Winners are nominated by the sector itself, celebrating their exceptional contributions.
Kieran Barnes and Seb Goodeson from the Our Manchester Funds team with Emma Newman our communications officer
What made them stand out
Nominated by Macc, the team stood out for their ability to listen, collaborate, and deliver funding programmes that truly reflect the needs of the city’s communities. Their work exemplifies what it means to combine strategic vision with a deep respect for the organisations they support.
The Our Manchester Funds team commitment to long-term sustainability has had a transformative impact. Through multi-year funding programmes, they’ve provided the stability organisations need to focus on making real change, from tackling inequalities to strengthening community connections.
One of their standout initiatives, ‘Conversation 2 Cash’, connects grassroots organisations with funding and development opportunities, helping smaller groups access the resources they need to grow. The team’s dedication to diversity has also ensured that Black, Asian, and Minority Ethnicity-led organisations have equitable access to support, fostering inclusion and fairness across the sector.
Responds to real challenges
Their partnership first approach has allowed the Our Manchester Funds team to adapt and respond to challenges, such as the cost-of-living crisis, with programmes designed to sustain vital services and protect Manchester’s most vulnerable.
Yen Siang Tan, Operations Director at VSNW, said: "The Our Manchester Funds team shows what’s possible when local authorities invest in collaboration and community-led solutions. Their work is making Manchester’s VCFSE sector stronger, more inclusive, and better equipped to thrive in the long term."
Kieran Barnes, Policy and Programmes Manager (Communities & VCSE) at Manchester City Council, said: “We are absolutely thrilled to win this award! As a team, we're passionate and enthusiastic about what we do, so it's incredibly gratifying to have this recognised. We want to thank Macc for nominating us, it's a really positive reflection of the relationship we've built between our teams.
“We learn a lot from Macc and our other VCSE contacts, and always try to build on that, taking a sector-led approach to our work. The fact that this way of working and its outcomes have been recognised is quite humbling, but hugely reassuring and rewarding. We want to say a big thank you to our nominators, the panel and everyone at VSNW. You've made us really proud.”
Congratulations to Our Manchester Funds team for this well-deserved recognition!
Find out more about the team on Manchester City Council’s website.
Publication of the Cheshire and Merseyside REN Impact Report
VSNW is delighted to announce the publication of the Cheshire and Merseyside Research Engagement Network (REN) Impact Report. This report reflects eight months of collaborative work (August 2023 – March 2024), with contributions from stakeholders across the region. The effort was supported by Warren Escadale, CEO of VSNW, and Francesca McIntosh, VCFSE Research Coordinator at VSNW.
The REN programme, funded by NHS England, aims to enhance equity, diversity, and inclusion in health and care research by fostering collaboration between researchers, health and care providers, and voluntary, community, faith, and social enterprise (VCFSE) organisations.
You can download the full report here.
Key Achievements
The report highlights:
Community Research Champions: A network of trained champions who facilitate inclusive research in underserved communities.
Engagement and Partnerships: Collaboration with over 124 organisations, including community groups, health and care providers, and local authorities.
Capacity-Building Resources: Tools such as the "Access to Research" infographic, which details the research infrastructure for VCFSE organisations, and the “Get to Know the Sector” video, explaining the structure of the VCFSE sector for researchers.
Training and Outreach: Initiatives that strengthen research capacity and promote inclusive practices.
Reflections and Future Directions
This foundational work has demonstrated the value of embedding VCFSE organisations in health and care research, increasing representation and collaboration. Looking to the future, VSNW is excited to be preparing for the launch of the BRIDGE Research Network (Bridging Research Initiatives for Diverse Grassroots Engagement). Set to pilot in February 2025, the portal aims to expand research diversity, build sustainable partnerships, and further address barriers to participation.
In his foreword to the report, Warren Escadale, CEO of VSNW, reflects:
“Amidst all this, if there is one big takeaway for me, it has been the development of the Cheshire and Merseyside Phoenix Way Network that includes a growing network of local organisations championing race equality in their communities. This network has been built; now we need to get the academics to it.”
Acknowledgements
The REN Impact Report is a testament to the dedication of many organisations and individuals, including Mary Seacole House, the Phoenix Way Network, and the Chinese Wellbeing Society. Their approaches have amplified community voices in health and care research, fostering inclusivity and equity.
For more information about the REN programme or to explore future collaboration opportunities, contact Francesca McIntosh at francesca.mcintosh@vsnw.org.uk.
UK Shared Prosperity Fund allocations announced for 2025/26
Network for Europe’s Andy Churchill breaks down the detail of the recently published guidance for the one year UK Shared Prosperity programme for 2025/26.
Last week the UK government has announced the allocations for the UK Shared Prosperity Fund (UKSPF) for 2025/26. This funding aims to support activities from April 2025 to March 2026, including continuation of existing UKSPF activity where appropriate, with an intention on transitioning to a future funding framework.
The Ministry of Housing, Communities and Local Government (MHCLG) remains responsible for overseeing the fund, which will be distributed across all areas of the UK. Notably, the new allocations take relative deprivation into account, moving away from the previous population-based formulas, an approach which is more reminiscent of previous European funding calculations, which will be welcomed by many.
| Area | Allocation for 2025/26 |
Three-year funding (2022-2025) |
|---|---|---|
| Greater Manchester | £43.2m | £98.2m |
| Liverpool City Region | £25.6m | £52.7m |
| Lancashire | £21.7m | £62.2m |
| Cheshire & Warrington | £9.5m | £33.1m |
| Cumbria | £6.1m | £21.2m |
| North West | £106.3m | £267.5m |
| England | £570.8m | £1.5bn |
| Total UK | £902m | £2.6bn |
Key highlights:
Funding focus: The UKSPF will support initiatives under the same three main headings: Local People, Local Places, and Local Enterprise. Funded activity must align with the government’s five missions: Economic Growth, Clean Energy, Safe Streets, Removing Barriers to Opportunity, and Health.
Local decision-making: The approach for 25/26 funding is significantly more light-touch with a delegated delivery model designed to empower local decision making and the allocation of funds based on local needs without the requirement for revised investment plans for 2025/26.
Increased capital funding: There is a higher percentage of capital funding for each area in comparison with the previous UKSPF programme, with a large portion of this earmarked for “Local Growth Plans and local priority investments”.
Multiply: No national funding for Multiply meaning there is more funding available locally. Multiply is no longer a separate category but adult basic maths can be included within other strands.
Devolution and local authorities
VCFSE collaboration with Strategic and Combined Authorities will be essential for the successful delivery of UKSPF projects. The recently published English Devolution White Paper highlights the governments ambitions for shifting power into communities that will have a significant impact across the North West with opportunities for the VCFSE sector to be a part of devolution.
In the North West, Greater Manchester and Liverpool City Region, both with established Mayoral Combined Authorities, continue to benefit from the deepening devolution of funds and powers from Central Government. A Combined County Authority is being developed in Lancashire, with the first initial meeting in the new year, receiving an initial £20 million in devolution funding. Discussions are also ongoing in Cumbria and Cheshire and Warrington towards further devolution.
Employment reforms
The 25/26 UKSPF programme will need to link to the recent “Get Britain Working” White Paper in which the government outlined its plans to transform the Department for Welfare into a Department for Work. This includes merging Jobcentre Plus and Careers Service into a new jobs and skills service, focusing on people's skills and careers and mobilising Mayors to provide joined up services to support local need.
Greater Manchester and Liverpool City Region will receive funding for Trailblazers to set the blueprint for this new approach, with the latter focusing on delivering the Youth Guarantee, ensuring every young person has a chance to earn or learn.
Next steps
While the announcements and allocations appear positive, we strongly encourage our infrastructure organisations and partnerships to connect with their lead authority to advocate for the VCFSE sector’s role in UKSPF delivery. Lead authorities will be reviewing the recently released guidance to understand how this will shape delivery for next year so now is the time to ensure the sector is involved in planning for delivery.
VSNW will endeavour to support our infrastructure partnerships to advocate for the sector across the North West in developing UKSPF programmes (including its successor) that builds on the expertise and experience of the VCFSE.
You can also download this information here.
Network for Europe represents the VCFSE sector in the North West and has led the sectors engagement with European Union funding throughout the last few decades and engages with the third sector across Europe to share ideas and best practice. Andy has significant knowledge of VCFSE funding and has been instrumental in advocating for the important role of the VCFSE sector to the economy.
The importance of the VCFSE sector in health and devolution: A call for sustained national recognition
Warren Escadale, VSNW’s CEO
The voluntary, community, faith, and social enterprise (VCFSE) sector plays a crucial role in driving community-based innovation and addressing social challenges, yet it remains under-recognised at the national level. In this blog, our CEO, Warren Escadale, tells us how to achieve meaningful integration and systemic change, we must push for stronger acknowledgment and partnership across all levels of governance.
Lately, I've been reflecting on the national recognition of the VCFSE sector. While the sector’s influence has grown over the years, the lack of a prominent national profile concerns me.
This was highlighted to me recently when reading one of Michael Wood’s recent reports on prevention. Wood, who has long been a strong advocate for our sector, explored the impact on prevention of selecting interventions with the highest returns on investment. However, despite the top 20 interventions with the strongest returns being all community-based, mention of the role of the VCFSE was disappointingly thin.
A recent report on priorities for the new Government to strengthen Integrated Care Systems from the Health Devolution Commission also makes marginal references to the role of the sector. Despite the initial draft of the report including strong messages about the sector following feedback and involvement from myself, it feels like these messages have been somewhat diluted.
Indeed, in recent national reports such as the Get Britain Working white paper and the Darzi review on the state of the NHS, references to the VCFSE sector are vague, if there at all.
It’s as though our sector becomes a silent component of the "Local" conversation—visible only when convenient. This oversight worries me, as it risks outcomes that sideline the sector's integral contributions, clashing with the past decade of progress in regions like the North West, where the VCFSE sector has been redefining its role—moving beyond waiting passively on the sidelines to actively shaping the agenda.
Progress in the North West
Despite national gaps in recognition, there are signs of progress at regional levels. For example, in Cheshire and Merseyside, the VCFSE sector’s value has been acknowledged through its inclusion as a full partner member of the Integrated Care Board (ICB). This step forward exemplifies a shift toward integrating the sector more formally into health system leadership, with the North West being the first region to have full VCFSE partner membership on our ICBs.
Partnership work in delivering the Greater Manchester Accord, involving the VCFSE sector, NHS, and Combined Authority, reflects a mature model of distributed leadership. Our Q2 update, available here, underscores this model and the tangible outcomes it delivers.
The recent single settlement agreements for the West Midlands and Greater Manchester also marks a pivotal development. These deals hold promise for a more integrated approach that links health and economic strategies, addressing social determinants and reducing inequalities. This is an opportunity where the VCFSE sector’s role must be clear and pronounced.
Looking forward
As we move ahead, several policy milestones will shape the landscape:
“Get Britain Working” White Paper: Published at the end of November with £240m investment to reform employment support and tackle economic inactivity. This includes £125m for eight “Trailblazers” to develop joined-up health and skills support (the only area in the North West being Greater Manchester which will include additional funding for the ICS) alongside eight Youth Guarantee trailblazers with £45m funding led by Mayoral authorities to support young people who are not in education, training or employment (again only one area identified for the North West (Liverpool City Region)). How these pilots integrate VCFSE expertise will be pivotal for sustainable, community-centred outcomes.
Devolution White Paper: This will extend to almost all of England, with significant implications for the North West, including Cumbria, Lancashire, and Cheshire & Warrington. Ensuring that VCFSE input is embedded in these developments is paramount.
Spring Local Government settlement: This will further influence resource distribution and partnership models across sectors.
UK-Shared Prosperity Fund “extension”: This is vital to avoid a VCFSE sector cliff-edge, however inevitably all these pieces of work will likely converge as devolution deepens.
The challenge—and opportunity—lies in how the NHS engages in these dialogues and partnerships. The VCFSE sector must be seen as a key player, not a peripheral actor.
The path to cultural and systemic change
While regional recognition is a strength of our sector in the North West, broader cultural and systemic change requires national commitment. Currently, our progress in the North West offers a blueprint of what true devolution can achieve. This model shows that when local authorities, health services, and VCFSE entities collaborate as equal partners, communities thrive.
Still, this momentum needs national support to avoid “battling the tide” alone. The VCFSE sector—and alliances that represent it—should continue demonstrating leadership, not wait for others to dictate our relevance.
Conclusion
The VCFSE sector has the expertise, innovation, and resilience needed to shape meaningful change. Progress is being made, but it must be recognised and supported at the highest levels. For genuine integration and devolution to work effectively for communities, we need to push for systemic acknowledgment. We’ve proven we can lead—now, it’s time to ensure that recognition extends beyond local patches to a national stage. Waiting for others to act won’t do; we must be the drivers of this change.
Spotlight on Wirral Place
NHS Cheshire and Merseyside’s Wirral Place commissioning team was honoured as an Outstanding Commissioner, in the NHS category, at our VSNW Funding and Commissioning Awards 2024, for its groundbreaking work in transforming children’s mental health services in the area.
The award recognises Wirral Place’s innovative approach to commissioning, which prioritises collaboration, co-production, and long-term sustainability.
Simon Banks, NHS Cheshire and Merseyside’s Place Director (Wirral) with our CEO, Warren Escadale
Their efforts led to the creation of Branch, an online mental well-being hub for children and young people, supported by a £750,000 annual investment for at least seven years. The hub, designed with input from young people, represents a bold, forward-thinking model for delivering community mental health support at scale.
Our Funding & Commissioning Awards honour outstanding individuals and organisations driving excellence in funding and commissioning within the North West's voluntary, community, faith, and social enterprise (VCFSE) sector. Winners are nominated by the sector itself, celebrating their exceptional contributions.
Our panel noted:
Collaboration and co-production: The commissioning process brought together the NHS, Public Health, Wirral Council, and the VCFSE sector. Young people were involved at every stage, from service design to tender evaluation, ensuring the project reflected the community’s needs.
Equity and transparency: Branch uses an alliance model that ensures funding and decision-making are shared equitably among diverse providers, including national and local organisations like Action for Children, Kooth, Koala North West, and Open Door Charity.
Sustainability and flexibility: The seven-year contract provides stability while remaining agile enough to adapt to emerging needs. The alliance structure allows for pooled resources and innovative problem-solving, ensuring long-term impact.
“Wirral Place is a game-changer in commissioning. Their collaborative, inclusive approach has created a service that not only addresses immediate mental health challenges but also builds long-term resilience. Branch has set a new benchmark for what’s possible when partnerships are prioritised.”
The initiative’s community impact extends beyond immediate mental health services. The Open Door Charity’s £4.2 million ‘Joy’ development, part of Branch, aims to redefine how mental health care integrates into the community, transforming perceptions and accessibility on a national scale.
Wirral Place’s success exemplifies the power of ambitious, co-produced commissioning. The work demonstrates how pooling resources, engaging stakeholders, and embracing flexibility can lead to innovative solutions that serve communities more effectively.
“The pressures on children and young people have never been greater, and the NHS in Wirral have committed to embracing and scaling up what our sector can collectively achieve. We often rely on end of year underspend as a sector but here we can see commissioners embedding the sector with purpose and vision. Wirral Place are worthy winners of the 2024 Outstanding NHS Commissioner.”
“We’re really pleased to have received this recognition. It’s been a long road over the last two or three years to come together with this jointly funded and jointly commissioned piece of work, but we are hoping that, with the launch of Branch and the alliance, it’s going to make a real difference to the children in Wirral.”
Will Labour’s Plan for Change deliver for the North West?
Laura Tilston, Research and Policy Manager
Milestones, missions, foundations…will Labour’s Plan for Change drive change for communities in the North West? Laura Tilston, our Research and Policy Manager, shares her insights.
On the 5th day of Christmas the new Labour Government gave to me, six milestones, five missions, three foundations, and a landmark plan for change.
Well, that didn’t sound as good as it did in my head. But you get the idea.
There has been much talk on the run up to the launch of Labour’s big “Plan for Change”, particularly with the new Government’s rocky start to it’s first year in power. The prime minister is adamant that the plan is not a reset in response to some of the more unpopular policy decisions it has made over the last few months, insisting instead that the plan “doubles down” on the national missions.
The key milestones
Whilst intending the plan to be a clear message, particularly for Whitehall, there is understandable confusion as to how all these milestones, missions and foundations link together, and how they will be achieved.
The six milestones, or targets (if we want to introduce more terminology), announced last week are the key ambitions (oops another term) that will hold the Labour government accountable to the public during their first term in power. These are:
Raising living standards – Delivering higher household disposable income
Building 1.5 million homes in England
92% of patients in England waiting no longer than 18 weeks for elective treatment
13,000 additional police officers, PCSO’s and special constables
75% of five year olds in England ready to learn when they start school
Putting the UK on track to deliver at least 95% clean power by 2030
The Government is committed to having a long-term outlook and recognises the strengths of working “in partnership with business and civil society” with “a new way of doing government that is more joined up” and pushing “power out to communities”.
Whilst we clearly welcome this devolved partnership approach, there are questions as to how the VCFSE sector fits in with the plan, and how some of the recent controversial policy announcements align with these milestones.
While it is important that patients are not waiting longer than necessary for non-urgent medical care, it is unclear how this milestone fits in with the Government’s desired shift towards prevention. Will resources shift to the community if the milestone the Government want to be measured against is very much NHS provider focused?
Tackling inequality in living standards
A focus on living standards rather than just GDP is very much welcomed, but we need to be mindful that measures of increased household disposable income may not be representative. There is a risk that increase in average disposable income could just be reflective of the rising wealth gap, the rich becoming richer and the poor becoming poorer. And where do wellbeing and regional disparities fit into this picture? Recently published ONS statistics on life expectancy show that people living in the North West will live three years less than those living in the South East. We need much stronger ambitions to tackle poverty.
We also need to contemplate how increases to employers national insurance contributions will impact the milestones. The VCFSE sector is not exempt from these rises. The VS6 Partnership have calculated that there will be a minimum £17.7 million black hole in sector finances in Liverpool City Region which the sector will either have to absorb (which it can’t and shouldn’t be expected to do) or make redundancies and hand back contracts, with the most vulnerable in our communities ultimately paying the price if we lose valuable staff and services.
So, will the milestones be achievable? Are they the best measurements that reflect the needs of our communities across the North West? I was at an event the other week ran by the Health Creation Alliance with Lord Gus O'Donnell who, in a discussion around how we should be measuring the wellbeing of the nation, suggested that “politicians will only measure things that they can control”.
Prioritising communities and wellbeing
At Christmas, a time traditionally associated with community, generosity, and togetherness, it feels especially fitting to reflect on the importance of placing communities and wellbeing at the heart of decision-making.
We will have to wait and see whether these milestones make a big impact on kickstarting economic growth and reducing inequalities. Big targets like these often distract us from the bigger picture. It is vital for the government to prioritise communities and wellbeing, ensuring that no one is left behind amidst a blizzard of policies, plans, and milestones, something VSNW will continue to advocate for across the North West.