NHS Long Term Plan 2021

  • Thursday, 09 September 2021
  • The Studio, Manchester
  • 08:30 - 17:00
Expert Speakers
Sponsors & Supporters
  • Overview

This face-to-face conference will equip delegates with the knowledge, networking and continued professional development to drive forward the Long Term Plan in a post-pandemic context.

This year's CPD-accredited conference will review the health response to COVID-19 and explore the transformative opportunities - and the risks, as well as providing practical insight into new initiatives put forward in the government's white paper Integration and Innovation: Working together to improve health and social care for all - particularly the enhanced remits of Integrated Care Systems. Keynotes and panel discussions will provide updates for tackling health inequalities, fostering positive workplace cultures, developing preventative approaches to public health, demonstrating fiscal sustainability and caring for a population that is getting older whilst living with increasing rates of chronic diseases. 

Conference delegates will take away 10 CPD Points and the following benefits of attending:

  • Learn more about recommendations within the government's new white paper expected to be implemented from 2022 - develop a further understanding of how health services can work in more integrated models with local authorities to deliver joined-up services that meet local needs, reversing reforms introduced in 2012 - reducing bureaucracy, centralising decision making, intervention and accountability powers; as well as embedding learnings from the pandemic into the NHS. 
  • Harness the acceleration in digital health technology adoption. The health system differs from other sectors in its approach to innovation as there is a unique need to be ultra-cautious when lives are at stake; by necessity the pandemic has accelerated the adoption of healthcare technologies e.g. virtual care stopped the pandemic from overwhelming hospitals 88% of GP surgeries were equipped for video consultations in July 2020 as opposed to 5% prior to the pandemic. Delegates will learn from case studies of innovations supporting the treatment and management of diseases as well as improving communication between healthcare professionals and patients, creating entirely new pathways of treatment, reducing backlogs and freeing-up resources whilst the NHS remains under significant pressure.
  • Develop new approaches to supporting and improving the wellbeing of NHS staff including post-incident support and fast-tracked mental health referrals, upgrading rest and social spaces, expanding the current workforce development budget to support the continued professional development of NHS staff and supported-phased returns for those returning from sick leave; as well as the introduction of regular health and wellbeing conversations between line managers and staff - with personalised plans to enact them.
  • Learn how hospital infrastructure will evolve to provide multi-functional services in future - could boarded-up department stores in local shopping centres become community hospital hubs providing spaces for health clubs, patient groups and outreach services? Might hospitals of the future resemble air-traffic control centres monitoring hundreds of remote patients utilising digital healthcare technology - creating 'virtual wards' that enable patients to receive a degree of hospital care in their own home. Should physical wards be designed with multi-functionalism at the core - allowing four-bed bays to be converted quickly into single-rooms and vice-versa; whilst whole buildings could be constructed to facilitate sideways-or-upwards extension.
  • Confirmed Speakers

Event Sponsors and Supporters

  • Event Programme


Registration and Coffee in the Networking Area


Chair's Opening Address


Keynote Address

"Reflections on the Health Response to the COVID-19 Pandemic and Opportunities/Risks for the Future"

Dr Tim Phillips is one of the directors on the National Audit Office’s Health Value for Money team. Tim has recently been responsible for Readying the NHS and Adult Social Care in England for COVID-19 - one of the first independent reports on the Government’s response to the pandemic, and The Government’s Approach to Test and Trace in England. Previously, Tim led the NAO’s value for money work on the BBC and the Department for Education, he also has extensive experience auditing the court and prison systems of England and Wales. He has served as the NAO’s principal liaison with the Chair of the House of Commons Public Accounts Committee.


Natalie Forrest, Senior Responsible Officer, New Hospital Programme (invited)

"Building New Hospitals Fit for the Future"

The first NHS Nightingale hospital was built in just nine days and demonstrates what is possible even under the intense pressure of a pandemic. Now the UK is embarking on the biggest hospital building programme since the 1960s - constructing 40 new hospitals across the UK by 2030. The government have committed to developing new standards to systematize the design of contemporary hospitals and expedite construction as part of the Health Infrastructure Plan, a rolling 5 year-plan programme of investment in health infrastructure that includes capital for the construction of new hospitals, modernising the primary care estate, investing in new diagnostic technologies and eliminating critical safety issues in the NHS estate.

This session will explore the hospitals and NHS infrastructure of the future, including: 

  • Hospitals of the future will be built to accommodate remote digital monitoring. New wards could be dedicated to virtually monitoring patients from home, harnessing technology that empowers patients to engage with their own health on an ongoing basis and make health-conscious decisions each day. Virtual care prevented hospitals from being overwhelmed last year, the BMA noted West Hertfordshire Hospitals NHS Trust managed around 1,200 patients at home - saving 300 beds over three weeks at the height of the pandemic, as well as further reducing the risks of transmitting hospital acquired infections that cause around 5,000 deaths in England per-year.
  • Using lessons learnt over the past year to pandemic-proof future infrastructure, examples of which could be ensuring medical gas capacity is accessible in all clinical areas and designing hospitals so they can be extended upwards or sideways efficiently in future.
  • High streets across the country will emerge from the pandemic without some of the big names that have defined them - could boarded-up stores in local shopping centres become NHS community health hubs with cafes, patient clubs and accessible services?

Headline Sponsor


Question & Answer Session

Dr Tim Phillips, Director, Health Value for Money, National Audit Office (confirmed)

Natalie Forrest, Senior Responsible Officer, New Hospital Programme (invited)

Headline Sponsor


Coffee in the Networking Area

"The Networked Data Lab"

The NHS, local authorities and broader public services collect enormous amounts of data on the health and wellbeing of citizens, including what social or economic needs they might have and the services they engage with. By linking these datasets together it's possible to build a more complete picture of the links between the wider determinants of health, health needs, service use, patient pathways, and health outcomes.


The Health Foundation has established a collaborative network of advanced analytical teams across the UK, partnered with five local health system leaders to provide timely insights from datasets incorporating data from different providers of health and care services, including GPs, hospitals and local authorities that can be applied locally and nationally in order to develop a deeper understanding of the social determinants affecting people’s health, reduce inequalities and improve services.

This presentation will breakdown the benefits of The Networked Data Lab for local decision makers and national leaders.

  • For local decision makers insights can build a deeper understanding of the needs of their communities and enhance existing services - particularly in the context of multiple services working together, as is the modus operandi of Integrated Care Systems.
  • At a national level insights can help inform the design of prevention and place-based care models, as well as create an understanding of what are the wider societal determinates and what is needed to improve public health.

Sharai Chitando, Senior Health Improvement Lead, National Learning Disability & Autism Programme, NHS England (invited)

"Reasonable Adjustment Flag Project"

The NHS Long Term Plan aims to improve peoples health by ensuring they receive timely and appropriate health checks; an element of which is improving the level of awareness and understanding across the NHS of how best to support patients and deliver care. The NHS has to make it as easy for disabled people to access health care services as it is for people who are not disabled - this is called making reasonable adjustments, which could include taking measures such as:

  • Making sure wheelchair users have accessible entrances/exits to NHS estates and facilities.
  • Providing easily readable appointment letters for those with poor eyesight or specific learning disabilities.
  • Giving priority appointments to patients that find it difficult to wait in their GP surgery or hospital.
  • Scheduling longer appointments if a patient needs more time with a doctor or nurse in order to ensure they understand the information they are given.

The 'Reasonable Adjustments Flag' is a method of indicating patients that may require additional time, attention or specialist care. The initiative is currently being trialled with people living with learning disabilities and autism - the intention being to make it available to everyone in the near future. This presentation will cover the importance of all NHS commissioned services providing appropriate care and treatment for patients and their families. The RA team leaders will discuss how NHS staff will be supported to make the necessary reasonable adjustments to ensure patients get equality of access, experience and outcomes from care and treatment. 


Case Study

Representative from Sanofi (confirmed)

Sanofi are a global biopharmaceutical company focused on human health - helping prevent illness with vaccines, provide innovative treatments to fight pain and ease suffering. We stand by the few who suffer from rare diseases and the millions with long-term chronic conditions.

Presentation synopsis coming soon...


Question & Answer Session

Kathryn Marszalek, Senior Analytical Manager, The Health Foundation (confirmed)

Representative from Sanofi (confirmed)

Sharai Chitando, Senior Health Improvement Lead, National Learning Disability & Autism Programme, NHS England (invited)


Lunch in the Networking Area

We'll be working with venues to ensure lunch at our events is as delicious as ever and caters for a range of dietary preferences - whilst being served in a safe and seamless manner. Some of the new measures we will be introducing to this effect are:

  • One-way queuing systems with safe distancing in operation.
  • Individual snacking bags containing fruit, trail mix and sweets provided on arrival - this will prevent people mixing around snack bars during networking breaks.
  • Individually portioned dishes and pre-sealed cutlery will be served at collection points.  

Where possible, we will request food is sourced locally to reduce food miles, use seasonal vegetables, red tractor certified meat and eggs from free range hens.


Chair's Afternoon Address

"Integrated Care Systems"

From a patient's perspective, the most important change occurring across the NHS is the institutional shift away from competition between health care organisations towards collaboration(s) - epitomised by the NHS' Integrated Care Systems. ICSs have been developed over the past three years and are comprised of local authorities, NHS and third-sector organisations working collaboratively at a local level to design and provide joined-up services that meet local needs.


At the point of being discharged from hospital an elderly patient ceases to be the responsibility of an NHS Trust and the local authority supports the arrangement of domiciliary or residential care. At present many people are needlessly stuck in hospital because the current process breaks down; ICSs would give the NHS, local authorities and third sector organisations the freedom to remove barriers preventing seamless collaboration. This presentation will take a practical view of how strengthened Integrated Care Systems could work in a borough like Oldham, providing a basis for learning and developing best practices.


Case Study

This slot is reserved for organisations looking to engage delegates with services and opportunities that compliment conference presentation and discussion panel topics. If you're interested in delivering a Case Study, contact Tom on 0161 376 9007.

  • Dr Philip Barber, Consultant Respiratory Physician , University Hospital of South Manchester NHS Foundation Trust (confirmed)
"Preventing Lung Cancer Deaths Over the Next Decade"

Lung cancer is by far the commonest cause of cancer death, and in Greater Manchester is the single commonest cause of premature death. This is despite its being almost completely preventable, increasingly predictable, and eminently curable. It remains, however, curiously off the national radar, probably due to a combination of factors which may include a persistent and unaccountable pessimism in some medical circles, a lingering image of lung cancer patients as responsible for their own downfall, and the energetic rearguard action of Big Tobacco in maintaining the inhaling habit and attempting, probably successfully, to perpetuate nicotine addiction into another generation. So, what can we do as a nation?


It is logical to look at prevention, prediction and treatment in reverse order as, respectively, long-term, medium term and short-term components of the lung cancer question:


  1. Treatment: lung cancer patients deserve, but often do not get, prompt attention, often failing to obtain treatment within an appallingly unambitious 62-day target from urgent referral, aggravated now by Covid constraints. Lung cancer survival is intimately linked to Stage, and it is now known that delays of months, even weeks, are responsible for stage-shift to incurability. We need to up our game so that treatment resources wait for patients, not the other way round.
  2. Prediction: it is now known that the Lung Health Check methodology pioneered in Manchester can identify lung cancer at a curable stage in 80% of high-risk patients, avoiding the pitfalls of earlier screening methods, especially high false-positive diagnostic rates resulting in inappropriate thoracotomies. Lung Health Checks have proven cost-effectiveness, now form part of the NHS Forward Plan, but have yet to evolve into a long-overdue national screening programme capable of saving many thousands of lives within a decade, and in doing so reducing the cost of expensive palliation, the price of late diagnosis.
  3. Prevention: smoking causes almost all lung cancer deaths, and still accounts for fully half of all health inequalities experienced by deprived populations; moreover, smoking cessation is the cheapest and most cost-effective intervention any health economy can ever make, and in fact actually yields a dividend. So why has the NHS systematically disinvested from smoking cessation support, ceding it to cash-strapped Local Authorities? It yields massive benefits, even in-year, in the shape of reduced respiratory emergencies, the easing of A&E pressures and lower bed occupancies - all boxes we need to tick, in re-booting our NHS after the Pandemic. A determined Lung Cancer National (or Regional) Plan, addressing the golden triad of Prediction, Prevention and Treatment, is capable by itself of meeting all our targets for Avoidable Deaths, at the same time achieving a game-changing reduction of health inequalities, and a profound improvement in the nation’s health.

So, Lung Cancer, the nation’s biggest killer, can be predicted, prevented, and effectively treated, by uniquely cost-effective methods, with a profound consequent benefit to the nation’s health. What are we waiting for?


Question & Answer Session

Dr Zahid Chauhan OBE, Cabinet Member for Health and Social Care, Oldham Council (confirmed)

Dr Philip Barber, Consultant Respiratory Physician, University Hospital of South Manchester NHS Trust (confirmed)

Case Study Speaker


Afternoon Refreshment Break


Case Study

This slot is reserved for organisations looking to engage delegates with services and opportunities that compliment conference presentation and discussion panel topics. If you're interested in delivering a Case Study, contact Tom on 0161 376 9007.

  • Fatima Fernandes, Head of Staff Support, London Ambulance Service NHS Trust (confirmed)
"LINC - Listening, Informal, Non-Judgemental, Confidential"

During the COVID-19 pandemic, the sickness absence rate among NHS staff in England reached its highest level in more than a decade according to NHS Digital; psychiatric illnesses like anxiety, stress and depression were the most widely-cited reason for taking leave. The worst impacted region was London, where the sickness rate increased from 4% (the lowest of any English region) in January, to 7.2% in the pandemic. Even before COVID-19, experts warned that 9 in 10 ambulance staff had experienced stress or poor mental health; it comes as little surprise, that ambulance staff recorded the highest rate of sickness absence during the pandemic.


The London Ambulance Service NHS Trust has been recognised by the Healthcare Peoples Management Association for its development of the LINC initiative. LINC – Listening, Informal, Non-judgemental, Confidential – is a peer support scheme that provides fundamental training in counselling skills for Trust staff that volunteer for LINC; once equipped with the skills, they are able to provide confidential listening service to colleagues. First piloted in 2003, LINC has grown considerably; with 100+ trained staff providing peer support and more than 17% of the Trust’s staff having accessed the service. This presentation will look at the practical steps an NHS organisation can take to assist with establishing similar peer support services for their staff.


Radhika Rangaraju, Programme Director - Digital Pharmacy, Optometry, Dentistry, Ambulance and Community Services, NHSX (awaiting diary confirmation) 

"The Digital Ecosystem"

The digital ecosystem isn't an amorphous collection of digital products and services operating in silos; it is a balanced set of clinical, regulatory, procurement and technological environments aligned with national policy ambitions and delivery of local services. NHSX is leading the largest digital health and social care transformation programme in the world - underpinned by the NHS Long Term Plan. This presentation will cover NHSX initiatives developed to reduce the workload of clinicians and staff, provide people with streamlined access to services, information and referrals, as well as improving patient safety, flow and NHS productivity, including:

  • NHS e-Referral Service - an online portal allowing patients to book clinical or hospital appointments at a date, time and location that suits them. The e-Referral Service has reduced the number of missed appointments and in some instances, expedited referrals by up to eight days and reduced the time providers take to process an average referral by 75% - from 8 minutes for a paper referral to 2 minutes for an e-Referral.
  • NHS Digital Academy - the NHS Digital Academy is a virtual organisation established through a partnership with Imperial College London, the University of Edinburgh, Salford Royal NHS Foundation Trust and Harvard Medical School to provide a new generation of digital leaders with the skills to drive technological transformation in the NHS through a world-class, fully accredited Post Graduate Diploma in Digital Health Leadership study programme.

Questions & Answer Session

Fatima Fernandes, Head of Staff Support, London Ambulance Service NHS Trust (confirmed)

Radhika RangarajuProgramme Director - Digital Pharmacy, Optometry, Dentistry, Ambulance and Community Services, NHSX (awaiting diary confirmation) 

Case Study Speaker


Chair's Closing Remarks and Event Close

  • Register for event

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Luke Boulter
  • 10 CPD Points.
  • Hear from experts in respiratory health, digital care, local authority health provision, NHS finances, infrastructure and more issues pertinent to the future of the NHS.
  • Harness the acceleration in adopting digital health technology and learn from case studies of innovations supporting wholesale change in the treatment and management of diseases, as well as improving communication between healthcare professionals and patients, creating entirely new pathways of treatment and more GP appointments; freeing-up resources whilst the NHS remains under significant pressure.   
  • Learn how the NHS is levelling-up its cyber-security, privacy/data sharing policies and best practices to ensure that with the increase of digital healthcare apps and wearable technologies gathering sensitive health data, information is shared securely and protected proactively.
  • Discuss and learn more about high-impact policy recommendations within the government's new white paper Integration and Innovation: Working together to improve health and social care for all - bringing forward statutory integrated care systems (ICSs) encouraging health services to collaborate with local authorities and centralising decision making, intervention and accountability powers.
  • Learn more about policies developed to improve conditions for NHS staff, including recommendations as to how NHS Trusts can close gaps in workplace inequalities, develop new strategies to establish positive working cultures as well as programmes supporting senior staff to identify and anticipate potential wellbeing issues, promoting and leading team dialogues around stress, anxiety and depression.
  • Explore how the NHS might reconfigure to cope long-term with COVID-19 - if the NHS must rollout annual vaccination programmes against COVID-19 variants they will require more sustainable staffing models; further mutations of the virus must be traced and isolated effectively post-pandemic by specialists - whilst the NHS should consider best practices adopted by international healthcare systems subsequent to, for example, outbreaks of SARS in Asia to improve infection control and prepare future pandemic responses.
  • Contact Details
  • Sponsors
  • Supporters
  • Venue
  • Featured Events
  • Downloads
  • Who will attend

Contact Details




The Studio, Manchester

The Studio, Manchester

Situated in the heart of Manchester's iconic Northern Quarter and just a couple of minutes walk away from the city's major transport links; The Studio is a spacious, contemporary meeting centre atop The Hive building on Lever St.     

Whatever the legendary Manchester weather has to throw at you, you’ll always find the warmest of welcomes at The Studio.

Featured Events

  • Making Integration Work: Policy in Practice

    • 10 December 2015
    • 08:30 - 13:30
    • Manchester Conference Centre
  • NHS Quality: Improving Patient Care

    • 26 November 2014
    • 08:30 - 16:30
    • Manchester Conference Centre
  • NHS Productivity: Weathering the Storm

    • 18 September 2014
    • 08:30 - 16:30
    • Manchester Conference Centre
  • NHS Commissioning and Procurement: Securing Sustainable Change

    • 29 April 2014
    • 08:30 - 17:00
    • Contact us for venue
  • NHS 5YFV Vanguard: New Care Models – Leading the Way

    • 09 December 2015
    • 08:30 - 16:00
    • Manchester Conference Centre
  • Improving Patient Care: Enhancing Quality and Experience

    • 17 November 2015
    • 08:30 - 16:30
    • The Place Aparthotel, Manchester
  • The NHS Five Year Plan: Managing the Demand

    • 30 June 2015
    • 08:30 - 17:00
    • The Royal National Hotel, London
  • General Practice Management: Fit For The Future (Nottingham)

    • 04 June 2015
    • 08:30 - 13:30
    • Nottingham Conference Centre
  • The NHS Five Year Plan: Policy in Practice

    • 26 March 2015
    • 08:30 - 17:00
    • Manchester Conference Centre
  • NHS Workforce Development: Meeting Health Needs

    • 28 June 2016
    • 08:30 - 16:00
    • Manchester Conference Centre
  • NHS Five Year Plan: Implementation and Progress

    • 26 May 2016
    • 08:30 - 16:00
    • The Royal National Hotel, London
  • NHS Five Year Plan: Responding to the Prevention Challenge

    • 22 March 2016
    • 08:30 - 16:30
    • The Royal National Hotel, London
  • The Future NHS Plans: Delivering Transformation and Sustainability

    • 18 May 2017
    • 08:30 - 16:30
    • The Royal National Hotel, London
  • Federation, Mergers and Alliances

    • 12 January 2017
    • 13:30 - 16:30
    • The Studio, Leeds
  • Making STPs A Reality: Action to Deliver Better Care

    • 24 October 2017
    • 08:30 - 16:30
    • Royal Garden Hotel, London
  • NHS Productivity: Delivering Better Value Care

    • 13 December 2017
    • 08:30 - 16:30
    • The Bridgewater Hall, Manchester
  • NHS Staff: Skills, Retention and Recruitment

    • 17 May 2018
    • 08:30 - 15:30
    • The Bridgewater Hall, Manchester
  • Delivering the NHS Long Term Plan

    • 03 April 2019
    • 09:25 - 16:05
    • Mary Ward House Conference & Exhibition Centre, London

Downloads & Resources

  • Open Forum Events Sponsorship Brochure
    Open Forum Events offer a number of partnership, sponsorship and exhibition opportunities that can meet your marketing and business development needs.

who will attend

  • Heads of Digital Solutions & Adoption
  • Service Managers - Inpatients Urgent Care
  • Managing Directors
  • Chief Executives
  • Assistant Directors Revalidation & Performance
  • Head of Operations
  • National Managers for Widening Participation
  • Deputy Accountable Officers/CTO's
  • Pro Vice-Chancellors
  • Programme Directors
  • Directors of Value Based Healthcare
  • Deputy Directors, Programme Delivery
  • Directors, Performance & Delivery
  • Local Account Managers
  • Strategic Healthcare Planners
  • National Sector Managers (Health)
  • Governance, Leadership & Directorship
  • General Practitioners
  • Associate Deans
  • Deans for Primary Care
  • Directors Of Commisions
  • Assistant Directors of Workforce & Education
  • Partnership Managers
  • Service Managers
  • GP Programme Directors
  • Heads of Commissioning Portfolios
  • Transformation Director
  • Deputy Directors Patient Safety
  • Principal Programme Leads
  • Deputy Chief Executives & Chief Operating Officers
  • IT Director
  • Associate Directors of Commissioning
  • Planned Care Programme Delivery Leads
  • Clinical Nurse Specialists
  • Heads of Delivery & Improvement
  • Clinical Leads Planned Care
  • Quality Manager
  • Heads, Joint Commissioning
  • Heads, Commissioning and Health Protection
  • Asst Directors Health Integration