The 10 Year Health Plan has sparked meaningful and wide-ranging conversations about the future of our NHS.

With over 11,400 ideas submitted to the Priorities for change online portal so far, it’s clear how deeply staff and the public care about shaping the health service we all value so much.

We’ve worked hard to ensure this is a truly inclusive process, listening to voices from across the country through deliberative events, workshops, and the portal itself.

It’s been heartening to see the enthusiasm and dedication from teams across the NHS.

Engaging with our health and social care leadership teams has been equally important. Their on-the-ground knowledge and expertise provide vital insights into the challenges and opportunities facing the system.

Throughout the autumn of 2024, face-to-face sessions across the country brought together leaders from providers, integrated care boards, primary care, local government and the voluntary sector, to explore the key themes of the 3 shifts:

• hospital to community
• analogue to digital
• sickness to prevention

These discussions were honest and constructive, focusing on the practicalities of implementation, the trade-offs involved, and the opportunities ahead.

Having attended many of these sessions, I’ve been energised by the optimism and determination of our leaders as they tackle the complexities of delivering real change.

We have heard the desire and need for genuine reform, and for truly innovative thinking to guide fundamental changes in how services are designed and delivered.

We have also heard the importance of getting the basics right, be that technology, access to data, or patient experience, which echoes what we have heard from the public and staff.

There were numerous examples of local systems already doing and thinking differently to deliver better care for their communities, making use of new technology and seeking to realise the shift to the community.

These innovations must be learnt from and spread.

There were requests for backing to make the necessary and significant changes a reality; for the ‘do once’ activities to be taken forward centrally – for example, setting the standards for oversight and performance; and for systems to be empowered to implement solutions locally according to their circumstances and the needs of their communities.

Looking ahead, engagement continues at pace.

Over the coming weeks, I’ll be attending various meetings, forums, and networks to gather further insights from partners and programmes and a range of perspectives.

Starting this month, we’ve been holding in-person deliberative events with health and care staff across the country to deepen our understanding of the priorities, enablers, and blockers under each shift.

We will continue to bring together members of the public and workforce who have contributed so far, exploring with them the choices and priorities the plan will need to reflect.

Further regional events with senior leadership will focus on how we implement the plan on the ground.

To everyone who has already contributed – thank you. Your energy, ideas and insights are shaping this once-in-a-generation opportunity to improve our health service.

If you haven’t yet taken part, there’s still time to get involved. Let’s keep the momentum going!