- Re,'"...One of the big barriers to an effective business plan for ME services is the lack of basic information about the demand in their area; the number of potential patients; the difficulties they face (ie symptoms PEM, disabilities); the care and services they need; and the extent to which current services met those needs...."
- Re, "...People with ME are front and centre of the whole project. It is led by people with ME. The work is being done by people with ME...."
REALity check and 2 decades of dedicated lobbying etc........
- Sarah Archer was right, only a radical change at the top of NHSE and DHSC via ministerial intervention will do the trick and no amount of assessment toolkits and data will deliver that change imho. The data is there but it's being buried alive!
- This is because you can lead the real obstacle, NHS E to water, but you cannot make it (or the non execs we know so well) drink.........
FYI All the above, 1 & 2, applies has been assessed and has
resulted in a business case in our ICS;
A Specification/Pathway (and potential for a robust, accountable Service Model - through rigourous Key Performance Indicators KPIs, Change Audits) is being finally worked through, ahead of ICS board endorsement and Procurement, which will also have ME patient/ Carer involvement.
Why has it it taken 2 decades?
Changes precipitated in 2010 political NHS upheaval.....and changes in governance/ decison making ... we were nearly there in 2009-2012...
*****2012, NHS England and all the other littel NHS 'arms length' bodies...
, now all subsumed within****
- 2024- Due to delays precipitated by NHS England's decision making on specific funding arrangments this year, time is too tight to secure agreement as was hoped, in March 2025.
- 2022-2024 Due to delays in the DHSC Delivery report, ICSs are ham strung in their decision making. They have had to address Health Inequalities without the benefit of the Specialised Funding Stream mechaismsm for ME which NHS England has off loaded onto regional ICSs.
- 'We" Suffolk & Norfolk, here have had to drive this beast ourselves (with the help of some truely wonderful, exceptional Suffolk Commissioners/Contracts and Transformation managers since 2014- year 10 years!....) Plus Health Overview and Scrutiny, Elected local members, Health watch ? LINk before from 2006/2007.....!2 decades!
Sarah Archer was right,
only a radical change at the top of NHSE and DHSC via ministerial intervention will do the trick and
no amount of assessment toolkits and data will deliver that change imho.
This is because you can lead the NHS E to water, but you cannot make it drink.........
I hope we can pull this off locally to prove it can be done, but we have been there before, so many times over 2 decades.....
NHS Providers | Page 10
https://nhsproviders.org/media/6992...tegies-for-addressing-health-inequalities.pdf
4. Overcoming barriers to implementing strategic priorities
Our review has identified several barriers can hinder the successful implementation of healthinequalities strategies. Understanding these challenges is essential for addressing them effectively and ensuring that the strategic priorities achieve their intended impact.
Resource constraints
A common barrier to implementing health inequalities strategies is a lack of adequate resources. This includes financial limitations, insufficient staffing, and inadequate infrastructure. Many trusts find it
challenging to allocate sufficient funds to new initiatives aimed at addressing health inequalities.
Additionally, a shortage of skilled personnel, such as public health specialists and community outreach workers, can limit trusts’ ability to deliver targeted interventions.
Data and measurement
Accurate data collection and analysis are critical for identifying and addressing health inequalities.
However, many trusts face difficulties in obtaining comprehensive and disaggregated data on patient demographics, social determinants of health, and health outcomes. Inconsistent data collection
methods, lack of standardised metrics, and challenges in sharing data across different organisations can impede trusts’ ability to accurately assess the scope and nature of health inequalities. Without reliable data, it is difficult to tailor interventions to specific needs and evaluate their effectiveness.
Culture and attitudes
Cultural factors within healthcare organisations can also pose significant barriers. This includes biases and stereotypes held by healthcare providers and staff, which can affect their interactions with
patients from diverse backgrounds. Such biases can lead to differential treatment and contribute to disparities in care. Moreover, a lack of cultural competence among healthcare professionals may
result in misunderstandings and miscommunications with patients, further exacerbating health inequalities.
Addressing the social determinants of health
Health inequalities are often rooted in complex social determinants, such as income inequality, education, housing, and access to healthcare. Addressing these determinants requires a coordinated
effort across multiple sectors, including healthcare, social services, education, and housing. However, the complexity and interdependence of these factors can make it difficult for trusts to design and NHS
Providers | Page 11 implement comprehensive strategies and interventions. Moreover, while there is a clear role for trusts
as anchor institutions to address the wider determinants of health, they have limited control over the scope of factors outside the healthcare system that can constrain the effectiveness of interventions aimed at addressing social determinants.
Policy and regulatory environment
The broader policy and regulatory environment can also impact the implementation of health inequalities strategies. National policy, funding mechanisms, and regulatory requirements can either facilitate or hinder the efforts of healthcare trusts. For instance, policies and funding decisions that do not prioritise health equity and preventative services can limit the scope and impact of health inequalities strategies.
5. Conclusion
Trusts have made important progress in addressing health inequalities in recent years and this review outlines the importance of taking a strategic approach in embedding this work as core business andtaking meaningful action.
It is important to recognise that NHS trusts cannot tackle health inequalities alone, making progress relies on action across all sectors that impact the wider determinants of health. Our shared commitments to delivering the next generation NHS set out the importance of taking collaborative action to address the wider determinants of health and called for a whole- government approach (NHS Providers, 2024d). We look forward to working with the new government on this as part of their mission-led approach. It will be important for the new ten-year health plan to
recognise addressing health inequalities as a pre-condition of success for the long-term sustainability of the NHS and overall health of the population.