How can the NHS provide personalised care to patients?

The objective for the NHS in England to provide high-quality, personalised care for all patients is a vision that requires a transformative approach to healthcare delivery. This shift signifies a move from the primarily finance and target-driven models of healthcare delivery that we have now to ones that are more patient-centred, emphasising the importance of individual patient needs and outcomes as well as the well-being of NHS staff.

In the international context, healthcare systems around the world are grappling with similar challenges: how to deliver care that is both high-quality and cost-effective, while also addressing the needs of an aging population and the rise of chronic diseases. Many countries are looking towards patient-centred care as a solution.

The World Health Organization (WHO) has also advocated for patient-centred care as part of its strategy to strengthen healthcare systems globally. It emphasizes that patient-centred approaches can lead to better health outcomes, more cost-effective services, and higher patient and staff satisfaction.

However, health systems globally faces unique challenges in implementing such care. For the NHS to adopt a patient-centred model successfully, it can draw on the lessons learned from these international experiences, adapting best practices to fit the unique context of the UK healthcare system. The global shift towards patient-centred care is not a fleeting trend but a response to the clear evidence that such approaches work. By adopting and adapting these international best practices, the NHS can continue to be a leader in healthcare delivery, providing care that is not only effective and efficient but also equitable and respectful of patients’ needs and values.

A more holistic approach to health care delivery would involve:

1. Patient-Centred Care: Tailoring treatment plans to the individual needs and preferences of patients, and ensuring that they are active participants in their own care. This would also involve respecting patient autonomy and decision-making.

2. Staff Well-being: Recognizing that the health and well-being of NHS staff are crucial to patient care. This would involve providing support systems, adequate staffing levels, and addressing burnout and job stress.

3. Quality Over Quantity: Instead of focusing just on meeting quotas and targets, the emphasis should be on the quality of care provided. This could mean more time for patient consultations, and follow-ups, and ensuring that treatments and interventions are evidence-based and help improve health outcomes for patients.

4. Integrated Care: Ensuring continuity of care across different services and providers, which require effective communication and collaboration among primary care, hospitals, mental health, community services, and social care.

5. Preventive Care: Shifting the focus of the NHS towards prevention and early intervention, which can improve long-term health outcomes and reduce the need for more intensive and expensive treatments later.

6. Accessibility and Inclusivity: Making healthcare services accessible to all sections of the population, particularly marginalised groups, thereby addressing health inequalities, and ensuring that healthcare is more equitable.

7. Investment in Staff Training: To deliver personalised care, there is a need for continuous professional development and training for NHS staff, equipping them with the skills to adapt to a more holistic and patient-focused approach.

8. Feedback and Improvement: Regularly collecting and acting on feedback from both patients and staff to improve services and care quality.

9. Technology and Innovation: Leveraging technology to improve patient care, such as through telemedicine, while also ensuring that it does not replace the human touch which is essential in providing compassionate care.

10. Mental Health Focus: Recognizing the mental health component as integral to overall health, ensuring that mental health services are as accessible and well-funded as physical health services.

To achieve this vision requires not only structural and policy changes within the NHS but also a cultural shift that values and prioritises the holistic well-being of patients and healthcare workers alike. This transformation can lead to a more sustainable health service that is better equipped to meet the current and future health needs of the population; such as addressing the health needs of older people and those with complex multimorbidity.

The path to a more patient-centred NHS is both a necessary and achievable evolution in healthcare delivery in England. By embracing a model that places the patient at the heart of care, values the well-being of healthcare staff, and integrates innovation with compassionate services, the NHS can not only enhance the health of individuals but also the health of our society.

This shift, grounded in the principles of accessibility, prevention, and personalised treatment, can forge a stronger, more resilient healthcare system that is equipped to meet the diverse and complex needs of the population in the 21st century. The future of the NHS, therefore, lies not only in numbers and targets, but in the quality of care and the health outcomes of its patients and the national population, marking a return to the core values that have long been the foundation of the NHS.