Last month, the Health Secretary’s proposal to dismantle NHS England ignited debate. Wes Streeting talked of plans to reallocate the resources within our country’s healthcare system. While the aim of directing funds towards frontline services is sensible and necessary, a structural reconfiguration alone will not be sufficient to address the systemic challenges that the NHS is facing and take the pressure off our frontline services. A fundamental re-evaluation of the NHS’s core principles is the only way forward, and within that, social value must be carefully considered. When we talk about social value we mean ensuring that any plans to restructure put the benefit of the individual in terms of community at the fore.
The NHS can’t continue as a predominantly reactive service. It should be here to keep people well rather than make them better. Our health service is over-medicalised and reliant on drugs, making the NHS, and therefore the patients, over-reliant on pharmaceutical companies. We know that as our bodies become used to drugs, their effectiveness lessens. If you move wellbeing, social prescribing and CBT services into the community for example, then that reduces frontline pressure. Preventative measures are key. A shift towards a proactive, preventative model is imperative. The integration of community-based services, such as social prescribing, cognitive behavioural therapy, and preventative wellness programmes, offers a viable strategy for mitigating the escalating pressures on frontline healthcare providers. This move is not simply about reducing costs; it’s about investing in the long-term health of our communities.
The social constraints around health and factors such as housing, nutrition, and social isolation continue to greatly impact population health outcomes and without addressing them, we will continue to see a health service which is hamstrung and cannot move forward. The current hospital-centric model often neglects these critical factors and this exacerbates more people getting preventable illnesses and putting pressure on the NHS. For instance, we know that dampness and mould in houses contribute significantly to respiratory diseases. These illnesses cost the NHS substantially and create a burden on the service. The cost of treating conditions such as pneumonia is estimated to be £50,000 per patient. This cements the need to address these underlying social issues which are causing financial difficulties for an already stretched NHS. We cannot ignore the fact that the environment that we live in, directly impacts our health. This is where social value becomes the key to helping relieve pressure on the NHS.
For example, the issue of bed blocking is a persistent challenge for the NHS and can be effectively addressed through community-based care and better integration with social care services. Currently without community services, if a patient does not have a support network at home, they have to stay in hospital. By investing in robust community support systems, the NHS can facilitate smoother patient transitions and alleviate the strain on hospital resources. Richard Dickins is the founder and Managing Director of Social Value Business; he says, “The NHS is at a critical juncture. We have to look at structural reform alongside cultural transformation. This means prioritising well-being over solely treating symptoms. What this looks like is a collaborative engagement with diverse stakeholders, including community organisations, social enterprises, and the private sector. This collaboration is vital to creating a system that truly serves the public. The emphasis should be on the long-term economic and social benefits of investing in preventative healthcare. Integrating social value into the NHS represents an investment in societal resilience. We know that if we address the root causes of ill health, we can save money and improve the health outcomes of our population.”
We are not alone in realising that this is a matter of strategic investment in our nation’s future. The proposed restructuring of the NHS presents a unique opportunity to transition from a reactive, hospital-centric model to a proactive, community-focused system. However, this transition means we have to integrate social value principles at all levels of the organisation. If we focus solely on cost-cutting and organisational changes without addressing the fundamental principles of social value it will only result in a system that continues to be unsustainable. We must build a system that prioritises people, not just processes.
A crucial consideration is the impact of organisational change on workforce morale and retention. Financial incentives alone are insufficient to retain skilled healthcare professionals. Organisational culture, purpose, and well-being are equally significant factors. It is time we embed social value principles into the workplace. This is proven to heighten staff satisfaction which in turn reduces turnover. A workforce that feels valued and supported is demonstrably more effective and efficient, and this in turn improves patient outcomes. It is vital to understand that the NHS is an economic engine, not just a drain on resources. A healthy population is a productive population that positively affects the economy. This perspective shifts the conversation from cost to investment which is a crucial distinction.
Ultimately, the success of any NHS restructuring hinges on our ability to look beyond the blueprint. It’s about building a system that’s not just efficient, but equitable, sustainable, and truly focused on the wellbeing of our communities. We need to move beyond the abolition of structures and focus on the construction of a healthier future. Social value has never been such an important part of this journey before, and all businesses should be considering how they can be a part of delivering social value in their communities to help the NHS.
This article was written by Becky Jones, consultant at Social Value Business and social value advisor for Cheshire and Merseyside Integrated Care Board (ICB).
