IN THIS ISSUE:
Message from our Chief Executive
First of all, a big thank you to everyone who has returned the strategy development survey. I appreciate that the timing wasn’t ideal, and we will factor that into our planning next time. However, your input is invaluable in shaping our strategic priorities for the next three years. A working group has been established to review the survey findings and develop the strategy, ensuring it truly reflects what is important to you, our members. I expect to have a draft ready for consideration in June, ahead of presenting the final strategy at our CEO workshop in July.
Following our successful awards ceremony in November, we are excited to host the UHUK Awards Best Practice Showcase on 3 April at the Hill Dickinson Offices in London. This event is an excellent opportunity to learn from your peers, as we highlight case studies and examples from our Gold and Silver award winners. If you haven’t already booked your place, I strongly encourage you to do soattendance is free, but places are limited. Booking link in the image below. We will also be presenting our inaugural Urgent Care Hero Awards & Lifetime Achievement Awards, so do join us in celebrating the outstanding contributions of our sector.
At the time of writing, we are anticipating the publication of the Government’s 10-year plan for the NHS. As you know, we submitted our response to the consultation before Christmas, and we have since written to key development leads to highlight the combined impact of UHUK members and the role they can play in supporting the government’s objectives. We will continue to advocate for the critical role of social enterprises in urgent and integrated care.
In February, NHS England published its Neighbourhood Health Guidelines, setting out a model for neighbourhood health over the next decade. This presents both
opportunities and challenges for our sector and was a key topic of discussion at our General Meeting last month. (Slides available from sarah.fletcher13@nhs.net). We agreed to develop a policy position statement, ensuring that social enterprise urgent and integrated healthcare providers are positioned as part of the solution to the system’s challenges. Thanks to those who have stepped forward to support this.
We have just held our first Innovation Summit . 29 members from 16 organisations came together for an exciting and interactive day, shaping the next stage of our collective Innovation Strategy.
With thought-provoking insights from guest speakers Hassan Chaudhury Hon FAPM, Entrepreneur and Advisor in Global Digital Health, and Matthew Adam, UHUK NED, the day sparked powerful discussions on the future of digital health and innovation in urgent and integrated care. A huge thank you to our members for their energy, ideas, and collaboration. More information on p12.
Finally, I must acknowledge not only the significant leadership changes within NHS England (with the resignation of Amanda Pritchard and Sir James Mackey stepping in as Interim CEO from 1 April) but also the news that NHS England is to be abolished and staff reduced by 50% across NHSE and DHSC. Our thoughts are with colleagues who discovered in an appalling way that they may well be fighting for the jobs. We will closely monitor these developments and ensure we establish strong connections with new stakeholders as they emerge.
Thank you for your continued engagement and support.
Conor Burke
Message from the Chair
Carpe Diem – Make your lives extraordinary
Do you remember Robin Williams, not the singer but the comedian and actor? One of the films he starred in was Dead Poets Society (worth a watch) in which he played the part of a teacher. In one of the scenes he encourages the pupils to “seize the day”.
Having stepped away from leading one of our member organisations, it has given me a new appreciation of the extraordinary work and service you provide, seizing each and every day to provide great patient care. Many times, I thought the environment we work in could not be more challenging, only to turn the corner to confront a new challenge to tackle and manage.
We are definitely in the midst of a significant time of change. The first year of a new Government with ambition for more care in the community, more digital, and more prevention; a change at the top of NHS England with a new Transition CEO appointed, Sir James Mackey (we wish him well); and rapidly evolving AI capability – from “smart stethoscopes” to predicting which
patients need to go to hospital. So, on top of our day jobs serving patients, we need to embrace innovation, adapt to new leadership, and navigate the new Provider Selection Regime to ensure we continue to thrive as social entrepreneurs.
The latter is a particular challenge and at the recent General Meeting, a discussion with Victoria Fletcher from Beachcroft was particularly lively as we considered the Procurement Act and Provider Selection Regime. We shared a thought and solidarity with Dan Robinson and the Shropdoc Team as they are currently embroiled in a review of an "intent to award" a service contract by Commissioners, which has gained much public and media interest. We hope for a positive outcome for one of our longest established and valued members.
A key learning for us all is to gain a full understanding of the new procurement rules and work with our Commissioning colleagues to leverage the opportunities it presents to secure existing contracts for the long term and future service opportunities.
We (Conor and myself) recently met with Peter Holbrook, CEO of Social Enterprise UK, and gave a commitment to developing our relationship and working together to lobby and progress the benefits of social enterprise. By aligning our approach, we hope to have a stronger voice for the over 130,000 social enterprises in the UK and to raise our voice as Urgent Healthcare providers.
So, on the one hand, there is plenty that feels like a threat to our services, and on the other hand, we are incredibly well placed to seize the day, be entrepreneurs and pioneers to pursue the opportunities ahead. Supporting you to succeed is very much at the heart of Urgent Health UK and with your guidance, as Conor describes, we are refreshing our strategy to do just that!
I look forward to working with you and seeing many of you at future events, including our CEO Workshop on 1-2 July, and our Annual Conference on 14-15 October in Daventry.
SHAPE & INFLUENCE
Communications update
Since the last newsletter, we’ve continued to promote our members through social media activity, and through responses to consultations. We have also responded to news items including the HSJ analysis on ICB spending and the government’s AI and Data Action Plan.
Most recently we have invited regional Urgent Care leads and 10-year plan leaders to the UHUK Awards Best Practice Showcase on 3rd April.
We have also written to Sir Jim Mackey, introducing UHUK and the work of its members and inviting him along to the showcase.
Mastercall Healthcare Joins
Greater Manchester Good Employment Charter
Mastercall Healthcare, an award-winning social enterprise providing NHS services across Greater Manchester, is now a member of the Greater Manchester Good Employment Charter, reinforcing its commitment to excellent employment practices and staff wellbeing.
The Charter promotes secure work, fair pay, flexibility, employee voice, strong management, and staff wellbeing. As a member, Mastercall Healthcare continues to prioritise a supportive, inclusive workplace alongside high-quality patient care.
CEO Michaela Buck said: “Becoming a Charter member is a huge honour. Ensuring our team feel valued and supported enables them to deliver the best care to our patients.”
Mayor Andy Burnham praised Mastercall’s commitment, saying: “Your practices set you apart as an employer, helping make our city-region fairer and more prosperous.”
For more on the Charter, visit: www.gmgoodemploymentcharter.co.uk .
With all the changes at DHSC and NHSE we are busy updating our stakeholder list to keep it current.
We are working on a member-only portal on the website and hope to include helpful resources such as materials to support local lobbying. We’ll keep you posted on progress.
We are also reviewing the results of the recent Strategy Development survey and will be developing a communications plan to support the new strategy.
Thanks to everyone who has contributed to this newsletter. We are always looking for strong news stories, case studies and data to support our communications activity, so please do get in touch if you have anything you think may be helpful.
NHS England to be formally abolished
The prime minister has confirmed that the necessary legislative steps will be taken to merge NHS E with DHSC and then formally abolish NHS England. This marks a major shift in how our health system is managed. This is a huge change for thousands of dedicated people at NHSE, who will now be considering the personal impact on them, and their need to secure employment. We wish them well and offer them all the support we can.
While the full impact remains to be seen, we are already considering if this will be helpful or create new challenges for those of us delivering front line services in urgent, integrated and unscheduled care.
Will a more centralised system enable faster decision-making and better integration?
Could fewer layers of bureaucracy mean funding is directed to frontline care where it’s needed most?
How will the transition period affect partnerships, commissioning, and service continuity?
As ever, UHUK is committed to working collaboratively with policy makers and providers to ensure that urgent and out-of-hospital care continues to play a vital role in supporting the NHS and reducing pressure on A&E and ambulance services.
New CEO for NHS Providers
Daniel Elkeles, former Chief Executive of London Ambulance Service NHS Trust, has been appointed as the new CEO of NHS Providers. He will take up his new role in late May.
Health Secretary praises 'great model' at urgent treatment centre run by PELC
Health Secretary Wes Streeting said he would like to replicate the "great model" of the Urgent Treatment Centre (UTC) at King George Hospital at emergency departments nationwide after seeing and hearing about the positive difference it is making to patient care.
The MP for Ilford North was given a tour of the UTC by UHUK member PELC and was impressed by the work its team is doing to treat patients more quickly and effectively.
With the support of PELC – which runs the UTCs at King George Hospital and Queen's Hospital – the overall A&E performance of Barking, Havering and Redbridge University Hospitals NHS Trust (BHRUT) has improved in recent months from one of the worst in the country to the national top 20, and it currently ranks as the second best in London.
Between 70% and 80% of patients seen in the trust's two emergency departments come via its UTCs. Once they have been assessed by PELC clinicians, patients are seen in A&E if they require more urgent care, undergo treatment in a UTC before
being discharged, or are sent home and referred to their GP or other health services in the community.
Following his visit, Mr Streeting said: “It was great to see first-hand the difference that the urgent treatment centre is making to getting patients seen faster, triaged more effectively, and having faster access to the right care, in the right place, at the right time. It not only improves the patient’s experience but eases the pressure on the emergency department at the same time. This is a great model that I would like to see replicated across the country.”
In December 2024, PELC's performance across King George and Queen's UTCs was 98.8% – despite it being BHRUT's busiest-ever month with nearly 31,000 patients seeking urgent and emergency care at its two emergency departments.
PELCs improvements have been helped by an increase in the number of doctors at both sites thanks to additional investment from NHS North East London.
PELC also worked closely with BHRUT and partners to make better use of space in the UTCs, as part of wider work to improve how patients access the service.
Steve Rubery, Chief Executive of PELC, said: “It was great to welcome the Health Secretary and hear his positive comments about the excellent work being undertaken by staff in our UTCs to improve patient care and experience, and reduce the pressure on the emergency departments. It’s great for my team to get this recognition and we’re continuing to focus and work together with BHRUT to ensure local residents get the care they need in the best environment.”
IC24 Wins HSJ Partnership Award
Congratulations to UHUK member Integrated Care 24 on their win with their partners NHS Norfolk and Waveney Integrated Care Board (ICB) the HSJ Partnership Awards 2025 for Best Contribution to the Improvement of Urgent and Emergency Care.
"The Norfolk and Waveney Unscheduled Care Coordination Hub (UCCH) integrates multidisciplinary teams to improve urgent and emergency care by providing timely, appropriate responses. By reviewing 999 calls and coordinating alternatives to ambulance dispatches, the UCCH enables patients to receive care at home, reducing hospital admissions and freeing up emergency resources. Since its launch in September 2023, it has diverted 62 per cent of calls from ambulance responses, improving patient outcomes and system efficiency. Focusing on collaboration across health and social care, the UCCH enhances patient care, and reduces ED pressure, allowing for the right care, at the right place, first time." (Source HSJ)
A brilliant example of social enterprise working in close partnership with an NHS ICB to reduce system pressures, provide better care and ultimately free up resources for those that need them most.
A massive well done to the team at Integrated Care 24 and their NHS partners at NHS Norfolk and Waveney Integrated Care Board (ICB).
CONNECT & SHARE
Kernow Health wins Practice Manager Development at HSJ Partnership Awards 2025
Congratulations to Kernow Health CIC and Cornwall Training Hub for their win at the HSJ Partnership Awards 2025 for Staffing Solution of the Year.
"This is a recruitment solution with a difference. Faced with a workforce challenge in practice management, Cornwall Training Hub, in partnership with an existing practice manager, has developed a bespoke ‘Foundations in Practice Management’ education programme to grow its own workforce supply. This is a unique programme, the first of its kind nationally, say organisers, adding that it is creating a pipeline to ensure resilience and stability in general practice in Cornwall. This is the departing practice manager’s legacy to the practice management profession." (Source HSJ)
A great example of how social enterprise urgent care providers work in partnership to create innovative solutions to challenges and develop bespoke programmes the leave a lasting legacy.
DHU 111 Moves to a New Home in Oldbury
On 20th November, DHU’s 111 team in Oldbury moved into a larger, permanent home at Birch House. This follows DHU Healthcare’s appointment as the preferred provider for NHS 111 services across the Midlands.
Previously based at Birchfield House since November 2022, the team now benefits from a purpose-designed space, aligned with DHU’s other bases in Chesterfield, Derby, and Leicester.
Pauline Hand, Managing Director of DHU 111, said: “This new home gives our advisors the space, support, and environment they need — a place that truly reflects DHU’s personality and values.”
DHU is now the largest provider of NHS 111 services in England, supporting 16.5 million people across the Midlands and beyond, handling over four million calls a year.
NHUC becomes an accredited NHS Veteran Aware organisation
As a signatory of the Armed Forces Covenant, North Hampshire Urgent Care (NHUC) has committed its support to the Armed Forces community, as an employer, healthcare provider and system partner. The Armed Forces Covenant is an important part of NHUCs work as a Community Benefit Society and it supports the delivery their Social Value objectives.
NHUC recognises its privileged position locally within Armed Forces communities across Hampshire & Surrey that include locations such as Aldershot Garrison, Royal Military Academy Sandhurst, RAF Odiham and Minley Barracks, as well as the many veterans who have settled in the area.
Following a six-month period of preparation by the NHUC Veterans group, NHUC has now become accredited as an NHS Veteran Aware organisation. The programme is designed to support NHS healthcare providers understand and meet the needs of the Armed Forces Community. As part of the accreditation, NHUC has received the Defence Employer Recognition Scheme Bronze Award and made improvements to recruitment and staff training and awareness. They have also joined the Career Transition Partnership to help service leavers become aware of NHUC as an employer. NHUC is now considering joining the Step into Health initiative.
Steve Clarke, Director of Governance at NHUC, said: “The process of becoming an NHS Veteran Aware organisation has been genuinely helpful in making NHUC better for our local Armed Forces community and the support from our regional Veteran Aware Lead was invaluable in this process. We look forward to continuing to deliver improvements and maintaining our accreditation.”
Workplace Health Checks in Cumbria Boost Wellbeing and Productivity
Employers in Cumbria are reporting improved employee wellbeing and heightened morale following the introduction of workplace health checks. This initiative, designed to support proactive health management, has seen a surge in participation across the county.
UHUK Member Cumbria Health working in partnership with Cumberland Council and Westmorland and Furness Council and commissioned by the Department of Health and Social Care have been delivering workplace health checks since the middle of October with a target of 9,000 to be achieved by the end of March 2025.
The workplace health checks have been delivered both digitally and in person by qualified healthcare professionals, assessing key health indicators such as blood pressure, cholesterol, and BMI, alongside personalized advice on maintaining a healthy lifestyle.
The innovative digital checks can be ordered by the employee who will undertake the health test themselves using a cutting edge first of its kind lateral flow cholesterol test and accompanying mobile app which will provide the test results instantly in a fully personalised health report.
Local businesses such as BAE Systems have praised the impact of the digital checks with their large workforce. Ruth Pilcher, SHE Manager at BAE Systems Submarines, shared their experience:
"We are proud to have taken part in the NHS health checks (face to face and remote through the NHS portal). They have already shown impactful results, with many employees gaining valuable insights into their health and taking proactive steps towards better wellbeing. Working collaboratively with the NHS illustrates our commitment to fostering a healthier workforce and prioritising accessible and preventative support”
The initiative has gained widespread recognition for its role in promoting preventative healthcare and boosting overall workplace satisfaction.
For more information visit www.cumbriahealth.nhs.uk .
Community Virtual Ward programme key component of DHU’s winter plan
UHUK Member DHU Healthcare’s Community Virtual Ward programme has become a key component of DHU’s winter plan, supporting patients and services in Derbyshire.
The service provides vital care to patients whose condition has the potential to deteriorate, helping to keep them out of hospital and serving as a valuable alternative to traditional hospital care. Demonstrating an innovative way to either keep people in the community and also to enable earlier hospital discharge.
The Community Virtual Ward is a program that brings healthcare services directly to patients through virtual consultations, remote monitoring, and regular check-ins. It's an innovative, patient-centred approach that allows individuals to receive care in the comfort of their own homes, retaining their independence and enabling them to make a smoother recovery.
Since the end of 2022, the ward has looked after almost two thousand patients, with less than 50 of those transferred to hospital, showing its worth during the cold winter months when demand on hospital beds and health services is high.
Emma Wardale is an Advanced Nurse Practitioner at DHU’s Virtual Ward, she said: “The Derby and Derbyshire Community Virtual Ward is a pioneering healthcare service designed to offer patients the support they need without leaving their homes. By using the latest digital tools and technology, we can provide highquality care, monitor health progress
to reduce hospital admissions, leaving more bed capacity for those who need it the most.
“Patients with varying health needs have benefitted from this method of treatment and found it to be an important part of their treatment, recovery and understanding of their condition. For hospitals, it is another important option that they can consider when planning a patient’s early discharge.
“As an organisation, DHU is committed to making healthcare more accessible, efficient, and patient-friendly and supporting the wider health system however we can. The Community Virtual Ward is an exciting step toward achieving this vision.”
DEVELOP & IMPROVE
Primary Care 24 reducing ED waiting times at Aldey Hey Children’s Hospital
UHUK Member Primary Care 24 is demonstrating how they can take pressure off an Emergency Department and ensure that patients receive timely and appropriate care.
Primary Care 24 is now delivering a Paediatric Primary Care Streaming Service at the Urgent Treatment Centre based at Alder Hey Children’s NHS Foundation Trust.
This newly redesigned service ensures children and young people (under 16 years) receive the right care, at the right time, from the right healthcare professional. Whether they need urgent medical attention or can be seen by a primary care practitioner, the Primary Care 24 team quickly assesses their needs upon arrival, helping them get the most appropriate support without unnecessary delays. This service not only reduces waiting times in the Emergency Department, but also helps families feel reassured that their child/young person is in the best hands.
By easing pressure on the emergency department, the focus is on providing high-quality, child and young person-centred care, and improving health outcomes for children and their families.
FCMS launch Mobile Wellness Hub
UHUK member FCMS (NW) Ltd is demonstrating how they take care into the communities with the arrival of their brand-new Mobile Wellness Hub.
This vehicle expands their resources and helps them to continue to deliver care to their community. The Mobile Wellness Hub will provide vital healthcare services, including Community Outreach Services, Community Diagnostics, and health and wellbeing events. Their work will help people within their communities proactively manage their healthcare, help prevent long-term conditions developing and help ensure everyone has the opportunity to receive the care they need, wherever they are.
If you want to find out more about our Mobile Wellness Hub, contact: amanda.ardron@nhs.net
Training success at DHU Healthcare
DHU Healthcare has recently celebrated the success of five colleagues who are nearing the completion of their postgraduate certificate in urgent care.
The Integrated Urgent Care (IUC) programme at Derby University reflects DHU’s commitment to the continuous support of colleagues looking to improve their career development and aspirations.
A formal ‘celebration event’ was recently held at Derby University to mark this significant milestone as it celebrated the achievements of the first cohort of IUC programme students. It also provided an opportunity for participants to share their learning and ideas for advancing IUC practice.
Daniel Graham, Head of Pharmacy at DHU Healthcare and a graduate of Derby University’s Advanced Clinical Practice programme told us he's proud of them, saying: “At DHU, we believe in nurturing talent and promoting professional growth. The IUC programme is a testament to this ethos, equipping our practitioners with the skills and confidence needed to excel in urgent care settings. It’s inspiring to see our colleagues embrace these opportunities and push boundaries within their roles. Their dedication and progress are truly commendable.”
The DHU Pharmacy Team celebrating at the University of Derby
Innovative Diabetes Service Improves Outcomes in North East Essex
The North East Essex Diabetes Service (NEEDS)—developed with support from a Suffolk GP Federation grant— is an interprofessional, communitybased service providing a single point of access and continuity of care across an integrated care pathway.
A recent evaluation showed that patients receiving care through NEEDS had better outcomes and experienced more control over their care compared to national averages.
Staff also reported less bureaucracy, greater collaboration across professions, and more freedom to improve patient pathways.
A key innovation is the “virtual ward”, which brings together GPs, nurses, diabetes specialists, and
other professionals into a single, collaborative team. Staff also benefit from ongoing training and support from system leaders, empowering them to adapt and improve care.
Funded by a Suffolk GP Federation grant, this evaluation highlights NEEDS as a valuable model for Primary Care Networks, demonstrating how integrated, interprofessional teams can improve care not only for diabetes, but for other long-term conditions.
New Hereford Community Hub Launches
Taurus Healthcare launched a new Community Health Hub at the end of last year. The official launch of a new Community Health Hub took place on Wednesday 18 December, attended by senior representatives from the Healthcare sector.
According to Dr Nigel Fraser, GP and Chairman of Taurus Healthcare, the new hub is attracting national interest due to the way it has been financed, with a much reduced reliance on the public purse and the savings that are being made through the consolidation of activities under one roof, reducing overall premises costs.
The Hub brings together partners from across Herefordshire’s healthcare system, enabling more collaboration and improved relationships, leading to better patient services and greater efficiency.
Teams from Wye Valley NHS Trust’s Community Response Hub, including the Urgent Community Response Service, and Healthwatch Herefordshire have been operating from the building for several weeks. The Out of Hours GP Service
(which provides urgent GP support through NHS111 when surgeries are closed) also now operates from Nelson House, having moved here at the end of November.
Taurus purchased Nelson House earlier this year and the building has since undergone significant refurbishment. This includes the creation of a self-contained clinical unit with eight consulting rooms, conference and training facilities, meeting rooms and social spaces. Its corporate team is now based at the building, together with colleagues from Herefordshire General Practice and Herefordshire’s health and care system.
Jill Rowberry, Operational Shift Manager for Taurus, said: "It’s so nice to have our own self-contained clinical space. The fact that we’re co-located with the administrative offices also really helps with joining up the care we provide.”
Additional teams and services are expected to move into the premises in the new year, including NHS Health Checks, diabetic eye screening and seasonal vaccination clinics.
New e-Triage System at DHU Urgent Treatment Centre
DHU Healthcare is introducing an e-triage system at its Derby Urgent Treatment Centre to speed up check-in and prioritise the most unwell patients.
Five eTriage kiosks will allow patients to enter their symptoms, with the information sent directly to clinical teams for rapid assessment. The system, already in use at DHU’s Loughborough UTC, has reduced waiting times and improved patient flow.
Dr Sole Garcia said: “This system helps us book in multiple patients at once, reducing queues and ensuring those most in need receive care quickly. It also helps direct patients to the most appropriate service, whether that’s a pharmacist for minor issues or A&E for serious cases.”
Developed by urgent care clinicians, the e-triage questions ensure efficient patient assessment, freeing up clinical staff and improving overall experience. The kiosks are designed with privacy and accessibility in mind, with staff on hand to assist.
Once checked in, patients will either wait for treatment or be directed to a more suitable service if needed.
Medical Director’s Update
It has been an exciting start to my new role, and I’ve genuinely appreciated the warm support, encouragement, and enthusiasm from colleagues and members across UHUK. This positive collaboration reinforces my belief that together, through innovation and shared learning, we can achieve meaningful improvements in patient care.
Our recent Clinical Forum was a particular highlight, with excellent representation from colleagues throughout the UHUK network. The forum generated vibrant discussions and identified three key workstreams that we’re now eager to progress with pace and energy:
1. Innovation and AI: Exploring opportunities to harness artificial intelligence to enhance clinical safety, productivity, and streamline service delivery. There was clear agreement that digital innovation holds significant promise when introduced thoughtfully and collaboratively. Digital transcription of medical notes emerged as a specific priority, offering potential to reduce clinical burden and improve accuracy.
2. CQC Readiness and Engagement: Colleagues expressed enthusiasm for closer collaboration, recognising that collective knowledge-sharing leads to higher standards and consistently positive outcomes. We aim to proactively engage with the CQC to foster better understanding of our sector, highlighting the unique strengths and challenges faced by UHUK members.
Delegates at the UHUK Clinical Forum in February held at the Advanced Office in Birmingham
3. GP Training and Workforce Development: There was a shared recognition of concerns around the current GP training curriculum and associated funding. Colleagues committed to using our collective experiences and unified voice to influence positive change, ensuring future clinicians are wellequipped to meet the evolving demands of primary and urgent care.
We are dedicated to maintaining momentum on these workstreams and look forward to providing regular updates on progress.
Reflecting on these initial months, it is clear that our strength as UHUK lies in our collective expertise, shared purpose, and willingness to learn from each other. By leveraging our diverse experiences, we can maximise our impact and deliver exceptional care to the communities we serve.
Thank you again for your warm welcome and ongoing support - I am excited about the journey ahead and confident that together we will achieve great things.
INNOVATION & ENTERPRISE
UHUK Innovation Summit – March 2025
On 11 March 2025, UHUK hosted its inaugural Innovation Summit in London, bringing together over 30 attendees from 16 UHUK organisations. The day was structured into three sections: reflecting on UHUK’s innovation journey, exploring how we drive innovation and collaboration, and engaging in workshops to define our shared approach.
In the first session, we reflected on key learnings from the Warwick Innovation Technology Programme and reviewed outputs from the UHUK Innovation Steering Group, including the IUC Digital Target Operating Model and the Collaboration Agreement.
During the second session, Hassan Chaudhury delivered an inspiring and thought-provoking presentation, challenging us to step outside conventional models and avoid four key pitfalls in driving collaborative innovation for the benefit of patients and our organisations.
The afternoon workshops focused on defining the scope and priorities of our joint innovation programme. The key priorities identified were:
• Demand & Population Health Management –Understanding patient needs to develop effective interventions and manage demand.
• Workforce – Improving productivity, training, and outcome-driven reviews.
• Service Improvement & Streamlining – Enhancing processes such as triaging, service navigation, and care coordination.
• Back-Office Functions – Strengthening areas like audit, finance, stock control, and staff onboarding.
We also discussed a proposed venture builder approach to innovation, with opportunities to debate key considerations such as governance, financial sustainability, and collaboration models. Each organisation will now review the proposal internally to determine their interest in formally signing up and investing.
To ensure the success of our shared innovation strategy, we explored key enablers, including culture, resourcing, communication, programme management, and governance. Several next steps were agreed to maintain momentum, including:
• Finalising the Collaboration Agreement – All organisations to review and approve by 31 March.
• Advancing the Target Operating Model – The Innovation Working Group will refine and circulate it for further input.
• Venture Builder Decisions – Organisations to confirm their interest and funding commitments by 30 April.
Special thanks to Tara-Lee Baohm for expertly facilitating the event and to Gallagher for hosting us. We look forward to building on these discussions and driving innovation across our sector.
For more information on the Collaboration agreement, or any of the ideas coming out of the summit, please contact sarah.fletcher13@nhs.net
RAE Update
At the UHUK CEO workshop in July 2024 participants discussed how UHUK members are different and deliver added value.
One of the opportunities that emerged was to develop and implement RAE (Restricted Access to A&E) together. The proposal aims to bring together 3 distinct existing but disconnected programmes that could be delivered as one by UHUK members to deliver and demonstrate greater impact:
• Large scale Clinical Assessment Services: CAS’; large scale remote triage, majority 20 min GP triage.
• Call before you Convey Services: 20 min triage, <2hr Urgent Visit- formerly dubbed Pathfinder for medical admissions avoidance and Urgent Crisis Response/UCR for Social Care admissions avoidance- more effective as two disaggregated but cooperative services.
• Digital kiosk Self Check-in automation Services: which either prioritise patients based on automated working diagnosis algorithms or deflect very low hanging symptoms or queue patients for remote support triage e.g. e-triage from e-consult and Odyssey Patient from OneAdanced.
The Great Manchester Urgent Care Alliance volunteered to lead the drafting of a Project Initiation Document (PID) to help define the initiative and set out the required resources and actions to move it forward.
A meeting to review the PID happened in February with the Alliance and UHUK to review and refine the draft PID. Given any solution will need to be enabled by technology the meeting also included OneAdvanced to consider if their Odyssey solution could help deliver the project requirements. OneAdvanced were approached as they agreed to sup-port the initiative at the original CEO Workshop and as they provide Adastra across the Great Manchester ICB. Initial discussions have also taken place with Greater Manchester ICB who are supportive of the initiative.
Next steps:
We now know that a PID is not needed, so the information is being drafted into a Government Briefing and Solutions paper. This will be shared with all UHUK members to see if any other organisations are interested in becoming involved in the project. If other members do become involved, we will also want to see if their digital health record provider could help deliver the project requirements.
We are aiming to bring a final proposal to the share at the next CEO workshop in July 25.
Exciting Healthcare Innovation in Cumbria
Colleagues at Cumbria Health are thrilled to announce the incredible success of the Cumbria Health and PocDoc Healthy Heart Check Programme, which has achieved record-breaking uptake, with over 90% of those invited participating in this digital home screening initiative for cardiovascular disease (CVD).
Since October 2024, this NHS-backed scheme has been transforming the way Cumbria Health approach preventative healthcare, particularly in rural areas. The feedback has been overwhelmingly positive, with 93% of participants finding the home screening process more convenient than visiting a GP, and the majority benefiting from early detection and lifestyle recommendations.
Notable statistics:
• Over 69% of participants were identified as overweight or obese
• 78% hadn’t had a cholesterol test in over 5 years
• 71% were recommended lifestyle changes
• The programme has helped reduce GP waiting times and provided essential health checks in areas that need it most.
This is a brilliant example of how digital health can empower individuals to take control of their health in a convenient, accessible, and innovative way.
A huge thank you to Cumberland Council and Westmorland and Furness Council for their invaluable supportwithout them, this initiative would not have been possible.
Another example of how our UHUK Members are paving the way for a healthier future.
Learn more here:
• Med-Tech Insights
• Pharmacy Magazine
• Cumbria Times
Together we are the largest social enterprise provider of outof-hospital services including;
• NHS 111 call centres
• Other call centre services
• Medical out-of-hours services
• Booking and referral services
• Emergency dental services
• GP practices
• Admissions avoidance schemes
• Urgent care centres
• Walk-in centres
• Community nursing and other community based services
• Sexual health services
• Offender health services
• Urgent Mental health services
• Military health services
• Homeless support services
We serve 64% of the population of the UK and Ireland (excluding Scotland)
UHUK Purpose:
Services to members
We operate as a federation of social enterprise healthcare providers enabling members to benefit by working together and effectively being part of a much larger organisation.
Our services to members can be summarised as follows;
• Quality audit and benchmarking by external NHS auditors against agreed outcome focused quality standards
• Purchasing consortium which generates savings for members
• Market intelligence – analysis of our markets, identifying business opportunities and comparing prices
• Sharing of information and resources through discussion forums, workshops and the annual conference.
• Joint public relations initiatives
• Joint National representation initiatives (e.g. on The Five Year Forward View, NHS 111, Social Enterprise in Health)
Contact Us:
Business Manager, & Company Secretary:
Hazel Harrison - hazel.harrison3@nhs.net
Tel: 07841 337631
To build our collective capability so we provide exceptional integrated and urgent primary care and the very best possible health outcomes to more people through Social Enterprise. Follow UHUK
www.uhuk.co.uk
Membership: Current members include:
• Badger Birmingham area
• BrisDoc Bristol
• Cumbria Health Cumbria
• Dalriada Urgent Care Northern Ireland
• DHU Health Care Derbyshire, Leicestershire & Midlands
• EBPC OOH East Berkshire
• FCMS (NW) Ltd North Lancashire
• FedBucks Buckinghamshire
• GMUPCA Manchester, Bury & Stockport
Alliance consisting of:
• Bardoc
• GTD
• Mastercall Healthcare
• Salford Primary Care Together (SPCT)
• IC24 Suffolk, Essex & Sussex
• Kernow Health Cornwall
• LCW UCC West & Central London
• Local Care Direct West Yorkshire
• NEMS CBS Nottinghamshire
• NHUC Hampshire
• PC24 Merseyside
• PELC Ltd East London
• SELDOC South East London
• Shropdoc Shropshire & Powys
• Suffolk GP Federation Suffolk
• Taurus Healthcare Herefordshire
• Western Urgent Care Belfast
Associate Members:
• Northdoc Medical North Dublin City & County Services
• Welsh Health Boards
• Wirral CIC
The People:
Chair
Nigel Gazzard
Chief Executive Conor Burke
Medical Director Dr Dawood Anwar
Non-Executives
Stephen Bateman
Michaela Buck
Matt Adam (independent)
Partnerships Director Tonia Culpin
Business Manager
Hazel Harrison
Business Coordinator Sarah Fletcher
Comms Advisor
Sharon Clifton