The NHS is facing record-low public satisfaction and significant challenges, leading the Labour government to propose a new 10-year plan. This plan emphasises digitisation, moving care from hospitals to community settings, and prioritising prevention measures.
In presenting these goals, Sir Keir Starmer stressed “no more money without reform,” as the NHS grapples with declining productivity, long waiting lists, and overwhelmed emergency
How do healthcare professionals feel about these reforms? Are they aligned with the realities of working within the NHS? And more broadly, what does the future hold for the NHS?
This article gathers insights from the Sermo community on these pressing questions, exploring what healthcare professionals envision for the NHS in the years to come.
What is the future vision for the NHS?
The Labour government’s 10-year plan emphasises the role of digital transformation to improve NHS efficiency and care quality1.
The plan aims to enhance patient care by implementing electronic health records, improving digital access to services, and utilising data to drive decision-making.
However, despite the potential benefits of a digital NHS, many healthcare professionals have voiced their concerns about the impact of these changes, particularly concerning the unintended repercussions of relying too heavily on digital systems.
“Technology allows us to carry out work more efficiently, but there are always associated risks, in this case, the total dependence on them, and that their errors lead to a system crash2.” – GP, Sermo Member.
“Younger physicians trained in the era of electronic medical records (EMR) already depend on digital tools in their practice, but they recognise the potential risks of failure. “I am training in the time of EMR, so I have little experience with paper charts.2” – Psychiatry, Sermo Member
While technology enhances the efficiency of healthcare delivery, it introduces a new challenge: guaranteeing that the patient experience remains human-centric. Physicians emphasise the importance of striking a balance of technological efficiency and personal interaction.
“Balancing technology with the human touch is crucial to ensure it enhances rather than detracts from the patient experience.2” – Ophthalmologist, Sermo Member
As the NHS advances with its digital transformation, healthcare professionals must navigate the complexities of integrating new technologies while ensuring that upskilling, compassion, empathy, and human connection remain central to their work.
Insight: Digital transformation holds promise for NHS efficiency, but Sermo members stress the need to maintain personal connections with patients to preserve care quality, whilst ensuring digitisation boosts efficiency.
Moving care from hospitals to communities: The future strategy of the NHS
Decentralising healthcare
Another key part of the Labour government’s vision is to move more care from hospitals into communities, aiming to reduce hospital pressure, cut waiting times, and make healthcare more accessible. This shift includes providing routine services, such as tests and scans, in high streets and town centres, reflecting Keir Starmer’s vision of a “neighbourhood health service” that brings back the family doctor model1.
However, concerns about workload, additional travel, and remuneration arise, especially for junior doctors.
“There is always bully, insults, and a view that the juniors are never giving their best even if it is obvious that the workload is much and human fatigue may set in, which may give way to an error in service delivery. But the seniors always see it that the juniors are lazy compared to what they went through during their own training2” – Pathology, Sermo Member
With that being said, many Sermo members support junior doctors, citing the challenges of balancing work-life demands with limited resources and financial constraints on NHS reforms. With a seemingly ever changing landscape, it poses questions about the conditions of those working in the frontline of the NHS.
Challenges in GP practices
GP practices are already facing increasing demand and strained resources, which concerns many Sermo members. These concerns may be exacerbated by recent political legislation.
Many physicians worry that already overwhelmed GP services will be further burdened without adequate staffing and resources.
“There are hundreds of highly experienced GPs either out of work or underemployed… There is simply not enough money in general practice to pay for these GPs2.”
Others cite rising indemnity costs, increased workloads, and declining pay as reasons for GPs leaving the profession. The struggle to balance workloads with insufficient resources leaves some GPs disillusioned, as one said, “I can’t find a job after maternity leave2.”
Privatisation concerns
Many healthcare professionals in the Sermo community are concerned about potential privatisation in the NHS, especially with the shift toward community-based care. As private providers increasingly step in to fill gaps, questions arise about how this will impact patient access and equality.
Wes Streeting has suggested the use of private sector capacity to help manage waiting lists3, however, this proposal has sparked fears that such a move may incur systemic changes detrimental to public healthcare.
Sermo members are worried about increasing private referrals within NHS operations. Full privatisation is viewed negatively in the Sermo community, with one member emphasising, “The first, and most important, element in healthcare, whether private or NHS, is ‘Public Health’…this has been demoted from a government priority2.”
Another member highlights privatisation’s risks, driving burnout among staff, as private owners impose excessive work pressures2.
Despite these challenges, a considerable number believe public healthcare is salvageable if managed consistently and with cross-party cooperation.
Insight: The shift to community-based care aims to improve accessibility and reduce hospital strain, but professionals worry about increased workloads and resource limitations, especially for GPs. The journey towards increased privatisation has already begun in the view of some physicians, with repercussions already being felt.
Addressing the challenges of NHS funding and staffing
Ongoing funding crisis
The issue of chronic underfunding has been a thorn in the NHS’s side for years, which was exacerbated by austerity policies following the 2010 financial crisis1.
Lord Darzi’s report highlights declining performance since 2010, with limited funding increases as the cause for longer waiting lists, declining emergency care quality, and reduced access to primary care services.
The lack of capital investment in infrastructure and technology has obstructed the much-needed modernisation of healthcare, further straining the system’s ability to meet rising demand1.
The lack of sufficient funding allocated to equipment, technology, and facilities has blocked the NHS from improving efficiency and coping with patient loads. Many Sermo members note that capital shortfalls are the main prevention for the necessary changes – “If only funding pressures weren’t such an issue2” – and get in the way of the shift to community-based and preventative care.
Workforce planning neglect and staffing shortages
Lord Darzi’s report also sheds light on the neglect of workforce planning during austerity, contributing to significant staffing shortages in the NHS. With an estimated shortfall of 150,000 full-time equivalents (FTEs)4, healthcare professionals are overworked, leading to burnout and mental health issues.
This may have contributed to Sermo members expressing frustration about workloads and lack of staff support. One otolaryngologist stated, “Overworked, having to constantly cover gaps in rota and being underpaid and undervalued. Not getting enough time to train and teach2.” These sentiments are echoed by an oncology doctor who said, “Administrative tasks kill us and consume a lot of time and energy instead of focusing on patients2.”
The concern about staff burnout is escalating, with physicians noting that the mental health of NHS doctors is at risk. As one GP pointed out, “The mental health of NHS doctors is a significant concern… This reluctance can contribute to a culture where mental health struggles are hidden2.” Thus, fear of stigma and confidentiality issues often prevent doctors from seeking help, exacerbating stress.
The existing workforce is already stretched thin, and the idea of taking on additional duties under a preventative model without increasing the workforce is not practical. This imbalance may intensify burnout and could result in more physicians leaving the NHS. This raises the question: could increasing digitisation be a vital solution to address this challenge?
Physician career concerns and role shifts
Dissatisfaction with pay, working conditions, and resource shortages are prompting some physicians to consider leaving the NHS for private sector roles or non-clinical paths.
One GP shared, “All specialties are at risk. Many of us are overworked, stressed, and demoralised… Why would you choose a career where you are constantly told you are overpaid, lazy, incompetent, and uncaring2?”
This “brain drain” threatens NHS sustainability, with fewer doctors available to manage rising patient needs.
Insight: Chronic underfunding and staffing shortages continue to challenge the NHS, with doctors emphasising the need for sustainable funding and workforce support to mitigate burnout and maintain quality care.
Preparing for the future NHS
As healthcare professionals navigate the NHS’s future, balancing technology with human care, managing workload demands, and advocating for adequate resources will be critical. Success will require addressing funding and workforce challenges while supporting mental health and sustainable career paths for physicians.
Physicians may see more community-centered roles as the NHS shifts to preventive care. However, many Sermo members question whether the necessary support and policies are in place to make this transition viable without overburdening the system. The question remains: Can the NHS adapt for the future without straining its already limited resources?
Insight: Preparing for a future NHS requires physicians to adapt to preventive and community-focused care models while advocating for sufficient resources and policies to prevent added strain.
Join the discussion on the future of the NHS
Join the Sermo community to engage in thoughtful discussions on the future of the NHS.
Share your experiences, connect with peers, and explore how the latest reforms will impact your work and patient care. Be part of the dialogue shaping the future of healthcare in the UK.
