Driving collaborative change in healthcare

Today, there is an unprecedented opportunity to forge and strengthen strategic partnerships among the NHS, patient organisations and the life sciences industry. The NHS remains under intense pressure, from the elective procedures backlog to increasing financial strains, so the need to explore innovative methods to ensure patients receive the best possible care has never been more important.

At this year’s NHS ConfedExpo, chief executive of NHS England Amanda Pritchard emphasised the importance of all these stakeholders in shaping the future of care in the UK. This is also supported by the recent ABPI and NHS Confederation Accelerating Transformation and Partnering with Purpose reports, which contain clear insights from system leaders and industry experts on the value of partnering together to address system and population health challenges. 

Based on insights I learned from delegates at NHS ConfedExpo, the need to galvanise momentum around partnerships now seems more important than ever. We must build and nurture these partnerships to deliver the tangible benefits they can bring to patients, healthcare system improvement and leadership excellence. 

The strength of collective action

Partnerships hold immense potential to revolutionise healthcare. By pooling diverse expertise and resources, collaborative projects can develop interventions that reduce health disparities and improve access to care for underserved communities. Industry partners bring technological innovation, data analytics and pump prime funding, while patient organisations provide essential insights into patient needs and experiences. This multi-partner approach ensures solutions are comprehensive, efficient and patient-centred.

“Leaders who prioritise collaboration and innovation can drive significant improvements in patient care and outcomes”

The success of these partnerships is closely tied to transformative leadership, seeking to inspire and motivate to achieve extraordinary outcomes. Leaders who prioritise collaboration and innovation can drive significant improvements in patient care and outcomes, ensuring that the healthcare system evolves to meet the needs of its communities and workforce. 

Leaders across the NHS and wider industry must take collective responsibility for driving change. By working together, we can share experiences, learn from successes and failures, and create a culture of continuous improvement.

To be effective, partnership necessitates strong governance structures to ensure transparency and accountability. Clear communication and shared goals are vital for building trust among partners over time, and establishing these elements fosters an environment where all stakeholders are committed to achieving common objectives. 

Partnerships also provide a robust framework for piloting innovative approaches, before expanding them based on proven success. Scaling and replicating successful collaborative projects ensures that best practice is disseminated widely, leading to more uniform improvements in care quality and outcomes. This can also enhance the efficacy of healthcare interventions and their sustainability by demonstrating their value to commissioners.

Joint working partnerships in practice

We should actively partner to drive transformation and innovation, collectively pioneering sustainable solutions that respond to the diverse needs of communities and care providers, thereby enhancing health outcomes. And there are many examples we’ve recently been involved with, to take inspiration from:

In Lincolnshire, partnership has implemented a service redesign to deliver expedited, optimised care for type 2 diabetes patients with acute coronary syndrome, supporting continuity of care across all service sectors and reducing health disparities, while reducing the number of patient interactions from seven to just one.

Collaboration in East Of England has led to the introduction of virtual clinics, enhancing patient access to care and enabling clinicians to see more patients by freeing up clinic space.

In Manchester, engaging patients and healthcare professionals in redesigning the chronic kidney disease care pathway has identified key areas for improvement and innovative solutions to improve the system and drive positive change.

And work in East Belfast has helped relieve pressures on GPs by expanding the role of general practice pharmacists and providing specialist training to upskill them in diabetes patient management and review.

“These initiatives … underscore the significant potential of strategic partnerships to bring about meaningful and enduring enhancements in healthcare delivery”

These initiatives have been guided by transformative leadership and bolstered by governance practices that enhance collaboration and decision-making agility, all built on trust that has been developed over time. They underscore the significant potential of strategic partnerships to bring about meaningful and enduring enhancements in healthcare delivery.

Looking ahead

Partnerships hold immense potential to drive transformation across the NHS and support it in addressing current and future challenges. We must continue to seek areas where we can drive innovation that improves health outcomes and helps address health inequalities. 

By leveraging the unique strengths of each partner and adhering to principles of trust and transparency, these partnerships lead to effective and sustainable solutions tailored to the diverse needs of different communities. 

Collaboration will be essential in building a more equitable and effective healthcare system. This conversation is ongoing and will only gain momentum, so let's commit to disseminating best practices, sharing our collective skills and knowledge, and driving forward the innovations to deliver improved outcomes for patients and communities. 

Vani Manja is country managing director at Boehringer Ingelheim UK and Ireland. You can follow Vani on LinkedIn.

NP-GB-104855, August 2024