Westminster Health Forum

This conference will focus on the evolving role of pharmacies in healthcare delivery in England, and practical considerations for their growing contribution to neighbourhood care models and delivering services closer to home.

It will bring together stakeholders and policymakers to discuss implications for the pharmacy sector as implementation of the NHS 10 Year Health Plan moves forward, alongside recent Human Medicines Order 2025 regulations on pharmacist authorisation, technician supervision and hub-and-spoke dispensing, as well as the NHS Pharmacy First service, and ongoing negotiations on the Community Pharmacy Contractual Framework 2026/27.

The Community Pharmacy Contractual Framework 2026/27 will also be discussed, including the new £3.6bn settlement and £340m funding uplift, reform to the Pharmacy Quality Scheme, increased medicines margin funding, continuation of the Pharmacy Access Scheme, and rollout of NHS-funded Independent Prescribing from autumn 2026.

Attendees will consider priorities for pharmacy providers, commissioners and wider health system partners as services develop, including sustainable delivery, workforce pressures, medicines supply, equitable access, and effective integration with primary care and wider NHS services.

Pharmacy First, neighbourhood health services & patient access
Sessions will examine progress and next steps for the NHS Pharmacy First service, alongside wider discussion on pharmacy’s role in neighbourhood health services and community-based care as NHS delivery models continue to evolve. Attendees will consider practical priorities for implementation, system integration, service expansion, and equitable access, including implications for pharmacy providers, commissioners and wider health system partners.

Areas for discussion include:

• Pharmacy First: enabling more consistent implementation in practice - relieving pressures on primary care - supporting effective referral pathways and service utilisation
• referral pathways: low GP referral rates - referral thresholds and clinical boundary clarity - reducing duplication and disjointed workflows
• system coordination: strengthening collaboration across primary care, integrated care boards and pharmacy partners - commissioning engagement - building referral flow
• neighbourhood care: integration into health centres and wider place-based care models - infrastructure requirements - multidisciplinary working - managing local variation in delivery
• access: key considerations for the Pharmacy Access Scheme - sustainability of community pharmacy provision - participation from rural and deprived communities - building public awareness and confidence
• service expansion: lessons learned from pilots and local case studies - premises capacity - practical considerations for wider rollout
• digital delivery: developments in online pharmacy services - NHS App prescription tracking rollout - automated dispensing systems - improving access, medicines adherence and service efficiency
• interoperability: fragmented data flows - IT integration challenges - data quality - information sharing across systems

Workforce, funding & patient safety
With legislative changes to the roles and responsibilities of pharmacists and technicians, discussion will focus on workforce readiness, patient safety, funding pressures, and practicalities of sustaining service expansion alongside existing dispensing and clinical responsibilities. Attendees will consider implementation issues arising from recent regulatory changes, alongside wider questions around workforce resilience, governance, and long-term service sustainability.

Areas for discussion include:

• workforce readiness: implementation of revised roles for pharmacists and technicians - operational readiness - managing simultaneous clinical and dispensing pressures
• supervision models: supervision in dispensing environments - maintaining professional standards - clarity around responsibilities and accountability
• delegation and liability: safe delegation under the Human Medicines Order 2025 - governance arrangements - balancing efficiency, autonomy and patient safety
• workforce sustainability: shortages, retention pressures, workload and staff wellbeing - priorities for upskilling and career development
• aseptic services: capacity challenges - workforce shortages - legislative disputes - implementation priorities for specialist pharmacy services
• primary care integration: the role of the Additional Roles Reimbursement Scheme - continuity of care - supporting effective collaboration across services
• funding priorities: effective use of funds - addressing funding pressures - impact of increased medicines margin on medicine supply to patients and certainty for contractors - equitable allocation across urban, rural and deprived areas - alignment with wider NHS priorities
• contractual framework: outcomes of the Community Pharmacy Contractual Framework 2026/27 - implementation of the revised Pharmacy Quality Scheme - independent prescribing implementation 
• accountability and impact: transparency in funding decisions - evaluation of impact - sustaining service quality and long-term provision

Medicine supply resilience, data & oversight
Further discussion will consider priorities for strengthening medicine supply resilience and continuity of care as severe medicine shortages are reported across the UK, alongside the role of data, monitoring and operational decision-making in supporting more effective supply management across the pharmacy sector.

Areas for discussion include:

• national resilience: coordinating medicine supply planning - routine shock level monitoring - continuity of care during shortages - key considerations for medicine substitution legislation
• supply chains: diversification strategies - enhanced stock visibility - wholesaler reporting requirements - early warning systems and allocation mechanisms
• supply management: the role of digital tools and data governance in supporting supply oversight - earlier intervention - operational decision-making - pharmacist-led prescription management
• local control and safety: balancing efficiency in hub-and-spoke models with continuity of care, local decision-making and patient safety

All delegates will be able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those already due to attend include officials from the Department of Health and Social Care; Medicines and Healthcare products Regulatory Agency; House of Commons Library; Foreign, Commonwealth and Development Office; Office for Investment; the Welsh Government; and The Scottish Government.

This conference examined next steps for the use of technology, data and innovation in the NHS.

Areas for discussion included the way forward for improving productivity, supporting service delivery, widening access to innovation, and reducing administrative pressures. How new technologies can be deployed effectively across the health service, alongside practical, financial and organisational considerations that will influence implementation was also discussed.

Overall, the conference brought together key stakeholders and policymakers to discuss priorities in the context of the 10 Year Health Plan, the 2025 Mandate to NHS England, proposals expected to be taken forward through the NHS Modernisation Bill, as well as the accelerating development of AI tools and formal incorporation of the Health Data Research Service.

The agenda also took into account recent parliamentary scrutiny, including the Science, Innovation and Technology Committee’s report Rewiring the state: Delivering digital government published in June 2026, which raised concerns over vendor lock-in, legacy systems, information security and public trust in relation to national data platforms. Discussion was also expected to reflect recent stakeholder input on Health Data Research Service priorities and emerging analysis on digital clinical safety capacity.

Attendees considered implications of plans for a Single Patient Record, wider use of AI - including the recent rollout of Microsoft Copilot to NHS staff - expansion of virtual wards, and further development of patient-facing digital services such as the NHS App AI triage tool, and local shared-record progress such as the Northamptonshire Care Record rollout.

With discussion on what will be needed to support delivery across increasingly pressured health systems, sessions explored key issues for governance, procurement, workforce capability, public confidence, access to care, and approaches to ensuring that technology can be adopted consistently and effectively.

Technology, data & service delivery
Delegates assessed what can be learned from technology programmes implemented across the NHS to date, examining evidence on operational performance, financial impact and patient outcomes. Sessions considered where benefits have been demonstrated, alongside lessons learned from areas where implementation has proven more challenging - as well as implications for future investment and delivery priorities.

Further discussion examined national and local technology infrastructure, including the Federated Data Platform and related programmes intended to support information-sharing and service planning.

Attendees considered priorities for interoperability between systems, approaches to reconciling national consistency with local flexibility and managing supplier relationships, as well as what will be needed to support effective use of data across integrated care systems and provider organisations. This included Capital Plan measures to improve digital connectivity across NHS estates and replace legacy systems, including reform intended to speed up capital approvals and support deployment of infrastructure required for modern service delivery.

The agenda also examined the role of automation, AI - including large scale generative tools - and other emerging technologies in supporting service delivery. Discussion was expected on approaches to improving clinical productivity, reducing administrative burden and supporting care closer to home, alongside questions around evaluation, implementation, accountability and workforce impact.

Additional areas for discussion included:

• AI in practice: clinical decision support - triage - discharge planning - remote monitoring - ambient voice technologies - evaluation
• community-based care: virtual wards - remote services - practicalities for delivery and scaling

Patient access, digital services & care pathways
Sessions assessed proposals to expand access to NHS services through online and remote channels, including development of NHS Online and wider use of digital pathways. Discussion considered implications for patient experience, continuity of care, service navigation and access across different communities and population groups.

Delegates examined future development of the NHS App, including proposals for AI-supported navigation, provider comparison tools and integration of information generated through wearable devices. Priorities for ensuring information is useful, accessible and trusted were assessed, alongside implications for patient choice, engagement and service delivery. Capital‑plan investment in GP premises and Neighbourhood Health Centres also shaped how digital access routes are expanded and supported.

Further discussion was expected on service design, including how patients and communities can be involved in the development of digital services.

Additional areas for discussion included:

• digital inclusion: accessibility - usability - addressing potential exclusion from service changes - support for different populations
• patient engagement: co-design - community participation - responsiveness to user needs
• confidence and adoption: public understanding - transparency - patient expectations

Regulation, procurement & data governance
The conference examined governance arrangements for increasing use of health data and technology across the NHS. Discussion considered proposals for a Single Patient Record, priorities for information governance, safeguards for data use, and approaches to maintaining transparency and accountability as data-sharing arrangements evolve.

Delegates assessed the way forward for interaction between regulation, procurement and technology adoption, including forthcoming recommendations from the National Commission into the Regulation of AI in Healthcare, implications for clinical practice, organisational decision-making and public confidence. Governance of national data partnerships was expected to be a focus, looking at the use of patient information for service planning, and approaches to ensuring appropriate oversight as new technologies are introduced, including recent clarification of supplier access arrangements on the Federated Data Platform.

The agenda also considered procurement reform, including development of the Innovator Passport and other measures intended to reduce duplication and support adoption of proven technologies. Attendees discussed how procurement and approval processes can support innovation while maintaining value for money, effective scrutiny and local accountability. This included implications of Capital Plan reform aiming to enable faster approvals for projects under £300m, and the cleaner pipeline of technology and construction projects intended to support industry investment and innovation.

Areas for discussion included:

• Single Patient Record: governance arrangements - safeguards - implementation priorities - accountability
• data use: transparency - governance and oversight - confidentiality - public confidence - national data partnerships - information-sharing - unauthorised access prevention
• procurement reform: Innovator Passport - reducing duplication - adoption pathways - consistency
• regulation and innovation: proportionality - safety - evaluation - accountability
• financial oversight: value for money - affordability - scrutiny - supplier relationships and platform contracts - lessons learned from recent scrutiny of the Federated Data Platform

Workforce capability & adoption
There was also a focus on supporting the workforce through increasing use of technology and new models of service delivery. Delegates considered implications for workforce planning, professional roles, organisational change and day-to-day working practices, alongside approaches to supporting adoption across different parts of the NHS.

Attendees assessed priorities for digital skills, leadership and workforce development in the context of the anticipated 10 Year Workforce Plan. Discussion was expected on training requirements, professional confidence, workforce engagement, and approaches to ensuring staff can make effective use of new systems and technologies. This included implications of Capital Plan commitments to modernise facilities, improve equipment reliability, reduce disruptions caused by ageing estates, and support staff to work more effectively with digital tools.

The agenda also considered priorities for capability-building through initiatives such as the NHS Digital Academy, alongside support for educators, clinical leaders and digital champions.

Additional areas for discussion included:

• workforce adaptation: changing roles - automation - virtual care models - organisational impact
• skills, leadership and capability: digital confidence - literacy - professional development - workforce readiness
• organisational readiness: sustainable adoption - engagement - implementation capacity - support for change

Innovation, evaluation & access to technology
Further sessions examined priorities for improving access to innovative technologies across the NHS, including implications of NICE lifecycle evaluation reforms, multi-technology assessments and the National Healthtech Access Programme. Discussion focused on how technology can be adopted more consistently and effectively while responding to service pressures across different regions and care settings.

Delegates assessed barriers that can prevent technologies progressing beyond pilot programmes, including procurement challenges, variation in adoption, evidence requirements and organisational capacity.

Attendees also considered how innovation pathways can support small firms, academic institutions, research organisations and NHS partners, alongside priorities for ensuring that evaluation, adoption and implementation arrangements remain clear, proportionate and responsive to patient and service needs.

Additional areas for discussion included:

• NICE reform: lifecycle evaluation - multi-technology assessments - adoption implications
• access to innovation: National Healthtech Access Programme - consistency - implementation
• scaling technologies: moving beyond pilots - organisational readiness - capacity
• regional variation: addressing uneven adoption - reducing duplication - access across systems
• evidence and evaluation: effectiveness - service impact - decision-making frameworks

As well as key stakeholders, those attending included parliamentary pass-holders from both Houses of Parliament and officials from the Department for Business, Innovation, Science and Trade; Department of Health and Social Care; Department for Education; HM Prison and Probation Service; House of Commons Library; Medicines and Healthcare products Regulatory Agency; National Audit Office; Office for National Statistics; Information Commissioner’s Office; UK Health Security Agency; Home Office; the Welsh Government; and The Scottish Government.

This conference examined next steps for social prescribing in England. Discussion focused on practical integration within neighbourhood health services, as well as questions around outcomes and evaluation, workforce and funding priorities, and the role of innovation and community-based approaches in supporting implementation.

It brought together policymakers and stakeholders from across health and social care, local government, the voluntary, community and social enterprise sector, research and service delivery to consider the developing role of social prescribing within neighbourhood-based and preventative care.

Approaches to translating the emerging national approach into workable local arrangements were discussed, following publication of the 10 Year Health Plan for England, the Neighbourhood Health Framework, and with social prescribing continuing to feature in implementation of neighbourhood health services, fit-note reform pilots, and the forthcoming Mental Health Strategy for England - following recently announced £343m expansion of community mental health centres, which emphasise voluntary-sector partnerships, housing and employment links, and earlier community support.

The agenda considered practical and financial implications for commissioners, link workers and community organisations, including key issues for partnership working, and workforce and community capacity, following publication of NHS England’s recently updated Social Prescribing Link Workers Workforce Development Framework. Further sessions assessed ways forward for equitable access and evidencing impact as expectations for neighbourhood-level care continue to develop, with discussion on long-term resourcing.

Delivery, integration & equitable access
The agenda examined the role of social prescribing in neighbourhood health services and wider reforms aimed at prevention and neighbourhood-based care. Delegates considered practicalities for embedding social prescribing within service reform, alongside questions around consistency, access, partnership working, and sustainable delivery. This included opportunities arising from community mental health centre expansion and its focus on integrated local support.

Overall, areas for discussion included:

• neighbourhood services: integration of social prescribing - implications of the NHS 10 Year Health Plan and the Neighbourhood Health Framework - supporting prevention and addressing wider determinants of health
• referral pathways: social prescribing within primary care and PCNs - coordination across services - approaches to seamless referral and follow-up arrangements
• local partnerships: collaboration between ICSs, local government, primary care and the VCSE sector - governance arrangements - frameworks for joined-up delivery
• access and variation: addressing geographical differences in provision - reducing uneven access - responding to concerns around community capacity and service availability
• commissioning: supporting increasingly complex and multimorbid caseloads - aligning commissioning with neighbourhood-level support - social prescribing within wider system reform
• co-production: inclusive service design - support for people with complex needs - engagement with communities, VCSE organisations and faith-based groups
• international practice: implications for delivery models, partnership working and prevention-focused approaches

Evidence, research priorities & monitoring outcomes
Sessions assessed the current evidence base for social prescribing and implications for future policy and commissioning. Discussion was expected on outcome measurement, research priorities, and what will be needed to strengthen understanding of long-term impacts across different populations and settings. This included insights from recent link worker surveys and evaluations of nature-based approaches.

Overall, areas for discussion included:

• evidence base: implications of recent NIHR evaluation findings - outcomes relating to wellbeing and condition management - priorities for future research
• access and outcomes: experiences of delivery through PCNs and link workers - factors influencing uptake and effectiveness across different populations and settings
• research priorities: long-term outcomes - population-level impacts - understanding effectiveness across different models of provision
• measurement: development of standardised metrics - addressing gaps in recording and reporting - supporting consistency in evaluation
• equitable delivery: assessing impact across deprived communities, vulnerable groups and people who are digitally excluded - priorities for addressing service variation and informing commissioning and investment decisions

Workforce, skills, capacity & funding
The conference considered workforce and resource requirements for delivering social prescribing at scale, exploring support for link workers and community partners, managing growing demand, and approaches to sustainable funding in the context of wider NHS reform.

Overall, areas for discussion included:

• workforce capacity: responding to rising demand and increasingly complex caseloads - supporting sustainable service delivery
• skills: training, upskilling and professional support - priorities for workforce development within neighbourhood health services
• retention: flexible working arrangements - support structures - addressing factors associated with workforce pressures and burnout
• multidisciplinary working: supporting effective integration of link workers within neighbourhood teams - collaboration across professional groups and services
• service capacity: strategies for addressing inappropriate referrals - mitigating the impact of increasing demand pressures - matching support to local need
• workforce planning: implications of the anticipated DHSC 10 Year Workforce Plan - future expectations for link worker roles
• funding and investment: options for sustainable, long-term resourcing - assessing cost-effectiveness and value for money - implications for commissioning and longer-term investment decisions
• ARRS funding: implications of the 2026/27 GP contract's expanded ARRS flexibility - the position of social prescribing link-worker posts within future workforce arrangements - service delivery and workforce stability

Innovation, green social prescribing & digital tools
Further discussion examined innovation in service delivery, including nature-based interventions and digital approaches that support referral management, monitoring and evaluation. Delegates considered how emerging models can contribute to neighbourhood-level delivery and wider prevention objectives. This included the recently launched Green Social Prescribing Practitioner Guidance and ongoing work on safe referrals and community-led models.

Overall, areas for discussion included:

• green prescribing: implications of Natural England pilots and evaluations - new practitioner guidance - nature-based approaches to supporting health and wellbeing
• community delivery: locally-led models - partnerships with community organisations - supporting prevention-focused services
• long-term conditions: evidence relating to nature-based interventions - implications for future service development
• digital tools: referral platforms and digital infrastructure - supporting efficient service coordination and access
• outcomes and data: approaches to monitoring activity and results - standardising collection and reporting - strengthening evidence generation and service improvement
• neighbourhood delivery: technology-enabled approaches to sustainable local provision - assessing avoided demand and resource implications

 As well as key stakeholders, those attending included officials from Department of Health and Social Care; Department for Education; Department for Digital, Culture, Media and Sport; Medicines and Healthcare products Regulatory Agency; and HM Prison and Probation Service.

This conference examined next steps for the use of patient data in the UK. It brought together stakeholders and policymakers to discuss priorities for development of the Health Data Research Service, approaches to data access and linkage, data security, and options for strengthening governance, public trust and system coordination.

The agenda assessed approaches to progressing towards a more connected data infrastructure that can optimally support research use, including priorities for strengthening data collection, linkage, and quality across primary care, hospital, medicines, and mortality datasets. Priorities for accountability were considered, alongside ways forward for maintaining trust - particularly with underserved communities, including groups with lower engagement, limited access to services, and historically lower levels of trust - alongside what will be needed to deliver and communicate demonstrable benefits to patients and the public.

It was also an opportunity to discuss the NHS Modernisation Bill announced in the King’s Speech, including proposals to introduce a Single Patient Record across all care settings. Delegates considered practicalities for joining up fragmented health information and improving continuity of care, assessing how stakeholder concerns might be addressed around governance, transparency and confidentiality as the system moves towards more standardised and interoperable data flows.

Transparency, patient safety & data security
Areas for discussion included improving transparency around who can access patient data, how it is used, and how patient interests are safeguarded, alongside the role of patient partnerships in shaping system design and delivery.

Concerns around safety and security were a key focus, particularly in light of the UK Biobank health data breach, which has heightened scrutiny around how large-scale health datasets are protected and governed. The conference was an opportunity to examine whether current security frameworks are sufficiently robust in the face of evolving cyber threats, and what additional safeguards may be required to prevent misuse or unauthorised access. Consideration was also given to how organisations can better balance openness for research with the need for stringent operational security.

Delegates assessed approaches to ensuring robust de-identification, secure data environments, and clear governance frameworks that maintain public trust while enabling appropriate access. Key considerations for development of robust consent processes for secondary uses of data were also considered.

Data access, usage & integration
As well as looking at security and data stewardship, the agenda considered how barriers to data access can be reduced - particularly in relation to linking primary and secondary care data - and how a more consistent UK-wide approach might be developed, taking into account differences in opt-out models across the devolved administrations.

Frameworks for better supporting SMEs and innovators in the UK to access health data responsibly were discussed, as well as how data assets can be effectively leveraged to strengthen clinical trials, accelerate discovery, and support safe development of artificial intelligence.

Sessions examined opportunities to better link NHS data with wider public sector datasets to understand the social determinants of health, as well as to enhance pharmacovigilance and real-time surveillance capabilities.

In discussing how to ensure that infrastructure supports both equitable access and high-quality evidence generation, there was consideration on how emerging digital infrastructure initiatives such as the Federated Data Platform, Secure Data Environments, local data environments, the Health Data Research Service and the proposed Single Patient Record, will align as part of a more coherent NHS data architecture. This also included ways forward for tackling regional variability in data quality to support 10 Year Health Plan aims to shift towards a more preventative model of care and tackle persistent inequalities.

The evolving role of genomic data resources was discussed, including Genomics England, Our Future Health and other population-scale datasets, and how these can be integrated within wider health data infrastructure to support research, innovation and personalised approaches to care.

Health Data Research Service coordination, governance & regulation
Immediate questions around how the HDRS will interact with and build on existing secure data environments were explored, such as how to avoid unnecessary duplication - including through greater coordination and shared infrastructure. Delegates assessed models for access to data and analytical tools, looking at what constitutes fair value, the balance between academic, charitable, and commercial use, and implications of emerging approaches to pricing and value-sharing. Priorities for ensuring that commercial benefit is assessed transparently were discussed, alongside clarity around funding and charging arrangements.

Key considerations for ensuring long‑term funding and a sustainable operating model for the HDRS were also examined, while instilling clarity on how core infrastructure, maintenance and future upgrades will be resourced over time so that the service remains stable, trusted and fit for purpose.

Further sessions examined governance and accountability, including how success for the HDRS should be defined and measured, and how benefits can be demonstrably returned to the NHS patients and the public. Discussion considered the way forward for developing clarity and proportionality in regulatory frameworks to support innovation while maintaining high standards of privacy and security, and helping the UK in remaining an attractive and trusted environment for data-driven research and life sciences investment.

 As well as key stakeholders, those attendeding included a parliamentary pass-holder from the House of Commons and officials from the Department of Health and Social Care; Department for Business, Innovation, Science and Trade; Ministry of Housing, Communities and Local Government; Ministry of Justice; Health and Safety Executive; HM Prison and Probation Service; HM Treasury; Medicines and Healthcare Products Regulatory Agency; National Audit Office; Information Commissioner’s Office; Office for Life Sciences; Office for National Statistics; UK Health Security Agency; the Welsh Government; and The Scottish Government.

This conference examined next steps for palliative and end of life care policy and delivery in England, with a focus on achieving more consistent commissioning, sustainable provision and timely access to high-quality care. Areas for discussion included development of the national policy framework, pressures on hospice and specialist services, the shift towards community-based care, reducing variation and inequalities, and priorities for workforce, personalised care and technology-assisted delivery.

It brought together stakeholders and policymakers to discuss issues raised in the National Audit Office’s report, The financial sustainability of England’s adult hospice sector, alongside development of the Government’s Modern Service Framework for Palliative Care and End-of-Life Care. Delegates will consider options for population-needs-based commissioning, more consistent funding and contracting arrangements across integrated care boards, stronger accountability for provision and outcomes, and improved understanding of current and future demand.

The proposed shift towards care closer to home was assessed, including what will be required to provide specialist palliative care in people’s usual place of residence and across community settings. Attendees considered implications for hospital capacity and discharge pathways, support for care homes, multidisciplinary working and the capacity of community services to meet growing demand.

With stakeholders raising concerns about bed losses and service reductions, and Marie Curie research indicating significant levels of unmet need and inadequate primary care support, sessions assessed priorities for making access more straightforward and timely. Discussion included co-ordination between services, earlier identification of need, anticipatory planning and support for patients and families to make informed decisions and plan ahead.

Strategy, commissioning & sustainable provision
Discussion focused on aligning future service development with the 10 Year Health Plan and on priorities following the Government’s interim update on the Modern Service Framework in June. Delegates assessed what will be needed ahead of the Framework’s publication in autumn 2026, including effective implementation, sustainable funding, workforce capability, equity of access and culturally competent provision.

Overall, areas for discussion included:

• strategy and delivery: priorities following publication of the Modern Service Framework - national and local responsibilities - sequencing, implementation and accountability
• commissioning: population-needs-based approaches - consistent arrangements across ICBs - sustainable contracts for hospices and specialist providers
• access and variation: improving understanding of demand - earlier identification and referral - addressing unwarranted variation between areas and population groups
• children and young people: sustainability of children’s hospices - specialist commissioning and workforce pressures - continuity during transition to adult services - support for families and unpaid carers
• system working:
  
  • embedding palliative and end of life care within neighbourhood health models and recovery pathways
  • the roles of local authorities, voluntary and community organisations, primary care networks and acute providers
• assisted dying:
  
  • implications of the Terminally Ill Adults (End of Life) Bill not completing its parliamentary passage - possible future policy approaches
  • safeguarding, public confidence and workforce considerations - the relationship with high-quality palliative care

Quality, access & workforce considerations
Delegates examined priorities for improving the consistency, quality and accessibility of care, including how services and systems can define, measure and compare outcomes across different settings. Discussion considered the use of patient experience, service data and system dashboards to identify disparities, support population-level planning and inform service improvement.

Sessions assessed:

• quality and outcomes: defining and measuring high-quality palliative care across different settings - comparative analysis and service improvement - accountability for standards and outcomes
• data and planning: interoperability and data quality - identifying unmet need - effective use of dashboards by commissioners and providers
• addressing inequalities: barriers affecting underserved and marginalised groups - access for communities with differing cultural, social and clinical needs 
• workforce: strengthening district nursing and specialist capacity - expanding training across health and social care - recruitment, retention and multidisciplinary working 
• neighbourhood teams: embedding hospice and specialist professionals within local services - coordination across primary, community, social and acute care

Personalised care, service models & technology
Further discussion focused on advancing person-centred care, including anticipatory planning, shared decision-making and more coordinated support for patients, families and unpaid carers. Attendees considered access to bereavement services, advice and support outside normal working hours, and approaches to reducing fragmentation between services.

Ways forward for developing and adopting new models of care were assessed, including how digital and data-driven tools might support earlier identification of need, better-targeted interventions and reductions in crisis admissions. The potential contribution of virtual wards, remote monitoring and other technologies will be considered in relation to coordination, clinical oversight, accessibility and quality of life.

Areas for discussion included:

• care coordination: simplifying fragmented pathways - communication and information-sharing between services - continuity across settings and stages of care
• support for families: practical and emotional support for unpaid carers - access to bereavement services - availability of advice outside normal working hours 
• data and AI: appropriate uses in planning and clinical decision-making - governance, evidence and professional oversight - implications for accessibility and trust
• remote care: clinical criteria and safeguards for virtual wards and remote monitoring - integration with community and specialist teams - patient choice and digital inclusion
• technology adoption: evaluation, procurement and implementation - workforce capability - patient acceptability - potential uses of virtual reality and other emerging tools

As well as key stakeholders, those attending included parliamentary pass-holders from the House of Commons and officials from the Department of Health and Social Care; and Medicines and Healthcare products Regulatory Agency.

This conference examined next steps for the healthcare workforce in England. The agenda focused on the forthcoming 10 Year Workforce Plan and how it may need to respond to the shift towards more community-based care, stronger prevention and greater digital capability outlined in the Government’s 10 Year Health Plan for England.

It brought together key stakeholders and policymakers to discuss priorities for implementation, modelling, delivery and accountability - alongside implications for workforce strategy, service planning, training and leadership as reform is taken forward.

Delegates considered what a credible workforce model will need to look like if it is to effectively support neighbourhood health services, respond to changing population need, and provide clarity for employers, professional bodies, training providers and others involved in planning and delivery. We expected discussion to reflect questions raised by stakeholders around capacity for delivering community services and training pathways that will be required, workforce retention strategies, and assumptions underpinning long-term workforce projections and planning decisions.

Workforce capacity, training pathways & community care delivery
Sessions assessed practical options for securing the skills mix, education pathways and workforce distribution needed to support service reconfiguration, including the shift towards delivering care closer to home.

Attendees considered options for advancing community placements, apprenticeships, modular training routes and continuous learning, alongside approaches to developing effective personalised career coaching and development plans. Delegates also discussed the evidence, data and modelling needed to inform decisions on workforce numbers, specialist demand and regional capacity required to support the scale of community care.

Further practical enablers were also considered, including equipping staff to work effectively as part of multidisciplinary teams and frameworks to support closer working across hospital, primary care and community health services. Discussion also looked at how community settings can become more attractive career options for the workforce, including opportunities to strengthen pay progression and career pathways in community roles alongside those available in acute settings.

Accountability, workforce data & digital capability
Sessions examined questions of accountability and implementation. Areas for discussion included the monitoring of progress over time, evidence and data analysis to support long‑term workforce planning, and how workforce strategy can align more effectively with social care, public health and local service delivery. With concerns raised by stakeholders around community nursing capacity, training pressures and the practicalities of changing roles across settings, delegates also assessed what a workable transition towards neighbourhood and community services is likely to require from local coordination, supervision and support.

Delegates also considered priorities for embedding digital and data capabilities into workforce development, including strategies for integrating AI processes safely and effectively. Discussion looked into what may be needed to develop supportive learning pathways, how examples of effective practice can be more widely shared and implemented, and options for developing standard core competencies to support workforce‑driven digital transformation.

Recruitment, retention & workforce leadership
Further discussion examined priorities for strengthening recruitment and retention across the healthcare workforce, including ways forward for building a resilient domestic pipeline, addressing regional disparities in staffing, and tackling persistent shortages in hard-to-fill roles. Attendees considered drivers of early‑career attrition and the importance of embedding long‑term wellbeing within workforce development pathways, including addressing the impact of how career progression, access to high‑quality supervision and the management of workload influence staff experience, morale and retention.

Discussion was also expected on options for the workforce strategy to respond to the wider employment context. Areas for discussion included issues around safe staffing expectations, industrial relations and changing patterns of flexible working. Delegates considered approaches that may be needed to reduce reliance on international recruitment while maintaining service capacity and fairness in workforce supply, amidst concerns from some that government plans to reduce international recruitment to around 10% by 2035 may prove difficult to achieve.

The agenda also looked at next steps for physician associates and anaesthesia associates following the Government’s acceptance of recommendations in the independent review led by Professor Gillian Leng, particularly in relation to calls from some stakeholders for greater clarity on scope of practice, supervision, governance and supporting public confidence. Sessions also looked at leadership and organisational culture, including proposals for manager standards and regulation, and the development of the College of Executive and Clinical Leadership.

As well as key stakeholders, those attending included officials from the Department of Health and Social Care; Ministry of Housing, Communities and Local Government; Parliamentary Office of Science and Technology; Care Quality Commission; UK Health Security Agency; Health and Safety Executive; Department of Health, NI; and The Scottish Government.

This conference explored next steps for use of artificial intelligence in life sciences in the UK. It brought together stakeholders and policymakers to consider the way forward as the UK moves from development of policy frameworks and national strategies towards implementation.

Areas for discussion included priorities for infrastructure, data access, and adoption programmes, alongside considerations for piloting and scaling up.

The recently published AI Adoption Plan: Life Sciences also framed discussion, which sets out four priority missions for accelerating AI‑enabled drug discovery, clinical trials, diagnostics, and NHS integration, alongside commitments on data access, compute, skills, commercialisation, and public trust. Delegates considered how these delivery priorities and 2026-27 milestones interact with wider programmes to support responsible, scalable adoption across the life sciences ecosystem.

The agenda looked at strategic and practical approaches to effective, responsible integration across research, clinical care, and commercial life sciences, including scope and governance, alongside priorities for ensuring patient safety, supporting public trust, and improving regulatory predictability.

The discussion took place in the context of aims to drive health innovation and enhance national competitiveness in the Government’s Life Sciences Sector Plan, AI Opportunities Action Plan, and AI for Science Strategy - which includes a dedicated mission on AI-enabled drug discovery, with UK universities’ joint statement recently outlining a commitment to supporting ambitions in the strategy - alongside UKRI’s AI Research and Innovation Strategic Framework.

With the establishment of the Medicines and Healthcare products Regulatory Agency’s National Commission into the Regulation of AI in Healthcare, chaired by Professor Alastair Denniston, we expected early assessment of its forthcoming recommendations to inform discussion across the agenda.

Further sessions considered questions around the development and planned delivery of the Health Data Research Service and its role in enabling AI-ready health data, and regulatory readiness for AI as a medical device and AI-enabled drug discovery, in line with the mission set out in the Government’s AI for Science Strategy, including priorities for scaling AI beyond pilots in the NHS. Skills and commercial frameworks required to support growth in technology-driven life sciences companies in the UK were also considered.

Access to data, responsible use & risk mitigation
Sessions examined approaches to improving data consistency, quality and interoperability, and ensuring datasets are suitable for AI research and development. Attendees considered access models, timelines and cost considerations for SMEs, academic teams and other research partners.

Discussion also examined issues related to the reliability of AI systems and approaches to managing risks, in areas such as data integrity, system performance and potential bias. Emerging standards for synthetic data and retrieval-augmented generation systems were assessed, alongside approaches to validating adaptive and continuously learning AI models.

Attendees considered priorities for the design and implementation of AI assurance mechanisms that can effectively support more reliable outcomes, with the Department for Science, Innovation and Technology’s AI Assurance Innovation Fund having launched in April with the aim of providing support for their development.

Regulation, governance, equity in deployment & workforce development
The agenda examined options for clarifying regulatory frameworks and improving predictability to support adoption for research and drug discovery, including implications of the National Commission’s forthcoming recommendations on regulation of AI in healthcare.

The agenda included insights from the MHRA’s AI Airlock sandbox, which will inform discussion - assessing where further sector-specific guidance could be needed, including priorities for improving reliability of ambient scribes, medical devices, pharmacovigilance, and clinical governance. The conference took place alongside the recent Phase 2 report and newly launched MHRA regulatory AI sandbox for medicines development and safety.

Potential minimum standards for clinical deployment were considered and how liability should be allocated when AI is used in clinical or operational contexts. Alongside this, delegates looked at requirements for ongoing monitoring and feedback in real-world settings, including alignment with existing surveillance systems and consideration of bias, equity, and transparency in deployment.

Workforce development needs were also addressed, including gaps in data engineering, regulatory science, and clinician-AI leadership, exploring potential interventions and aims to foster long-term capability and adoption - such as training pilots, fellowships, placements, and blended upskilling programmes - as well as practical guidance for the safe deployment of AI in real-world NHS settings.

Adoption, commercial use & regulatory engagement with stakeholders
The agenda explored key issues for AI adoption in NHS and commercial settings, including priorities for the scaling up of technologies from trials to broader deployment.

Areas for discussion included digital integration, procurement approaches, and evidence standards that support evaluation, investment, and wider access. Consideration was also given to approaches for reducing reliance on bespoke IT solutions and supporting more consistent pathways to adoption, including options for streamlining NHS processes and addressing uncertainty over compliance requirements.

Further sessions considered priorities for collaboration between regulators, industry, and research organisations, alongside international pathways and partnerships, including the Regulatory Innovation Corridor. Discussion assessed entry points, eligibility and commercial prioritisation, as well as approaches to supporting clearer routes to adoption, improved regulatory co-ordination, and alignment of investment priorities in line with UKRI’s AI strategic framework.

As well as key stakeholders, those attending included parliamentary pass-holders from the House of Commons and officials from the Department of Health and Social Care; Department of Health, NI; Department of Health, ROI; Department for Business and Trade; Medicines and Healthcare products Regulatory Agency; Office for Life Sciences; Parliamentary Office of Science and Technology; UK Health Security Agency; HM Treasury; Information Commissioner’s Office; Home Office; Office for Investment; the Welsh Government; and The Scottish Government.

This conference explored next steps for transitioning to non-animal methods in science in the UK, with discussion on implementation of the Government’s Replacing animals in science: A strategy to support the development, validation and uptake of alternative methods published in November 2025.

It brought together stakeholders and policymakers to explore priorities and practicalities for accelerating the use of NAMs while maintaining confidence in patient safety, regulatory reliability, and scientific standards, as well as continuing progress on animal welfare.

The strategy’s proposed governance and delivery framework were assessed, including priorities for the new Alternative Methods Committee, cross-government co-ordination, phased milestones, and the development of metrics and reporting arrangements for tracking progress. As implementation begins, discussion drew out latest thinking on key issues across research funding, regulatory practice and the role of the MHRA’s new early access scheme, validation and data infrastructure, skills and training, and practical implications for organisations across the life sciences sector. Questions around investment, adoption and delivery plans were also discussed.

Innovation, funding, adoption & workforce capability
Delegates considered priorities for innovation and funding allocation, including implications for smaller companies and academic labs facing high validation costs or uneven access to infrastructure. Practical adoption requirements were considered for technologies such as AI-enabled modelling, organ-on-a-chip systems and 3D bioprinting, alongside options for addressing disparities in access between major pharmaceutical companies, small firms and the wider research base.

Discussion also explored demand‑side incentives, including procurement levers, NHS adoption pathways and technology assessment expectations, and how these affect demand for NAMs and their use across procurement, clinical and research settings. Delegates considered issues relating to intellectual property, data‑sharing and commercial sensitivity, including potential tensions between open validation datasets and proprietary platforms, and implications for collaboration and evidence generation.

We expected discussion on workforce capability and training, including the role of NC3Rs-led programmes, and skill gaps across research, regulation and commercialisation, as well as priorities for supporting career pathways as NAM use expands.

Regulation, validation & evidence
Further sessions examined pathways for scaling NAMs, including validation processes, regulatory acceptance, and the use of data to support evidence generation and regulatory submissions. It was an opportunity to discuss the MHRA’s early access scheme, including how it is being used in practice and considerations for supporting developer confidence in the use of non-animal data, in the context of regulatory expectations for safety, effectiveness and evidential robustness.

With the new UK Centre for the Validation of Alternative Methods and £75m allocated for a national translational models hub and towards accelerating validation, attendees considered possible approaches to improving co-ordination across regulatory bodies and increasing consistency in validation and acceptance processes, as well as options for addressing validation barriers in the UK and internationally.

Discussion was expected on alignment of UK guidelines with international standards, opportunities for earlier engagement between developers, industry and regulators, and requirements for wider use of NAMs in areas where some animal data may still be needed for comparison or complex endpoints.

Attendees also considered how best to support confidence in reliability, reproducibility and safety during the transition, including how evidence is assessed and applied in regulatory decision-making, while responding to calls for faster reductions in severe procedures where feasible.

The transition period and dual‑running costs were explored, including operational and financial implications for organisations required to maintain both animal and non‑animal systems during early adoption, and expectations around how long such arrangements may be required. Sessions also considered how NAM uptake interacts with ASPA licensing, including evolving expectations for evidence of no viable alternative, and implications for inspectors, ethics committees and licence holders.

Strategy, oversight & delivery
Sessions examined the Replacing animals in science strategy’s phased milestones and what will be required across government, regulators, funders, industry and research institutions for effective implementation and oversight. Areas for discussion included accountability mechanisms, escalation routes where milestones are not met, and clarity on departmental responsibility for delivery, as well as the role of publishers, journals and learned societies in contributing to the development of evidence norms, peer‑review literacy and acceptance of NAM.

The agenda also looked at wider issues around the pace and sequencing of reform, including differing views on whether the roadmap should move towards a firmer long-term phase-out framework, and how ethical concerns, operational constraints and scientific uncertainty should be addressed as policy develops. We also expected this to include discussion on options for support or incentives for universities, publishers and funders as wider use of non-animal approaches moves forward, as well as practicalities of change for parts of the research system where animal methods continue to play a role.

International alignment, competitiveness & stakeholder engagement
The conference focused on how the UK positions itself internationally as regulatory frameworks and levels of investment in NAMs develop in other jurisdictions, including developments in the United States and OECD guidelines. Approaches to international cooperation were assessed, looking at alignment to reduce duplicative testing, and implications for innovation and competitiveness in life sciences in the context of maintaining ethical and scientific standards.

Public engagement and transparency were also discussed, including how the roadmap relates to wider life sciences policy, approaches to communicating developments in the use of NAMs, and maintaining confidence among researchers, patients, investors and animal welfare organisations.

As well as key stakeholders, those attending included officials from the Department for Environment, Food and Rural Affairs; Department of Agriculture, Environment and Rural Affairs, NI; Department of Health and Social Care; Department for Business and Trade; Medicines and Healthcare products Regulatory Agency; Food Standards Scotland; Health and Safety Executive; House of Commons Library; Office for Life Sciences; National Audit Office; Foreign, Commonwealth and Development Office; Office for Investment; Home Office; and The Scottish Government.

This conference considered priorities and practicalities for implementation of the 10 Year Health Plan and delivery of wider reform to the NHS.

It brought stakeholders and policymakers together to discuss key issues, including workforce planning for future service models, leadership capacity, approaches to sharing effective practice, and the future direction of integrated care systems as strategic commissioning evolves.

Strategic direction
Attendees considered operational requirements for optimising efficiency, including roles and responsibilities across the Department of Health and Social Care, integrated care systems and local organisations. The potential impact of changes to system structures was explored, looking at how resources can be redirected towards frontline care while maintaining local capability and patient safety. There was a focus on timescales and resourcing, including consideration of the Medium Term Planning Framework, NHS England’s recent planning guidance, and approaches to managing cost pressures alongside productivity, efficiency, and outcomes.

Workforce
Priorities for the refreshed workforce plan were also considered, following the DHSC’s consultation in September 2025. Sessions assessed approaches to supporting providers in managing the transition alongside elective and urgent care pressures, with discussion on recruitment and retention strategies, training capacity - including key considerations for implementation of the Medical Training (Prioritisation) Act 2026 - ICS development, leadership pipelines for clinical and managerial roles, and accountability mechanisms.

Oversight & leadership
Maintaining system resilience and patient safety during structural change was a key focus, including discussion on new approaches, such as the Government’s recent announcement of plans for greater autonomy for high‑performing NHS trusts. Roles and responsibilities of DHSC, NHS England, ICSs and providers, were discussed, as well as differing perspectives on implications of recent changes to managerial regulation and their impact on organisational culture and transparency.

In discussing workforce issues, leadership development were considered, alongside strategies for supporting and managing the transition to neighbourhood-based care and expanded use of digital tools. Sessions explored potential risks and mitigations associated with service redesign, skills mix, and investment decisions.

Funding and oversight arrangements for adult social care were also discussed, including its role in supporting neighbourhood care and reducing reliance on hospital services. Sessions considered workforce requirements and priorities for integration between health and local authority services. The conference also examined oversight and accountability arrangements as NHS England functions transition to the Department of Health and Social Care, alongside the wider direction of reform in adult social care and its relationship with health services.

Prevention of ill health
Delegates assessed approaches for moving towards a preventative healthcare system, with concerns from some stakeholders about the degree of emphasis in the plan on public health.

Examining whether public health, local government and community services have the resources and powers for effective delivery, areas for discussion included strategic options for integrating healthy ageing and physical activity into the Plan’s delivery, alongside enabling effective cross-sector partnerships to address inequalities driven by social determinants of health. Consideration was also given to funding models and sustainability, collaboration and governance frameworks, and service design tailored to local needs.

Next steps for scaling diagnostics and personalisation into routine care were discussed, considering stakeholder perspectives on trust, reliability, and human oversight in advanced diagnostics, such as artificial intelligence-enabled tools. Equity and access were also examined, including challenges around scaling costs, data fragmentation, and diagnostic delays in routine care.

Sessions also explored opportunities to strengthen the use of digital tools and data for prediction, prevention, and access to care, including approaches to expanding functions in the NHS App and supporting patient engagement. Stakeholder concerns around timelines, costs, and practical challenges associated with progressing towards a single patient record were discussed, including issues of interoperability and implications for access and efficiency.

Local delivery
The agenda included discussion on broader strategic issues related to the deployment of 27 new neighbourhood health centres and the delivery of care closer to home, including estates, workforce requirements, and long-term sustainability. The Neighbourhood health framework for local system delivery was examined, drawing on early insights from rollout. Sessions also considered the role of new public-private partnerships announced in the 2025 Autumn Budget, including lessons from previous models and factors affecting value for money and long-term resilience.

As well as key stakeholders those attending included officials from the Department of Health and Social Care; Department for Business and Trade; Department for Education; Department for Science, Innovation and Technology; Care Quality Commission; Food Standards Agency; Medicines and Healthcare products Regulatory Agency; HM Prison and Probation Service; UK Health Security Agency; Health and Safety Executive; Information Commissioner’s Office; National Audit Office; Foreign, Commonwealth and Development Office; Department of Health, ROI; National Audit Office; Office for Investment; the Welsh Government; and The Scottish Government.

This conference considered next steps for rare diseases policy in England.

It was an opportunity for stakeholders and policymakers to discuss priorities emerging from the Department of Health and Social Care’s recently published England Rare Diseases Action Plan 2026.

Attendees considered milestones outlined in the plan across genomics, regulation, equity, and care coordination, alongside introduction of a new measure which recognises rare disease as a health inequality, as well as expectations for ongoing implementation during the UK Rare Diseases Framework’s one-year extension to January 2027. With the publication highlighting reported progress against existing actions, we also expected discussion on wider aims to further align delivery with the 10 Year Health Plan’s three shifts towards prevention, community-based care and use of digital tools.

Areas for discussion included the future direction of national strategy, priorities for research and data, access to innovative and individualised therapies, and regulatory and delivery frameworks needed to support these ambitions - including implications of the Government’s recently published National Cancer Plan for England 2026, which places rare and less common cancers as a foundational priority for the next decade.

Delegates discussed what will be needed to translate aims into improved access to therapies and a more consistent patient experience across diagnosis, treatment and ongoing care - with the Cancer Plan emphasising ambitions, including strengthening national leadership, progressing towards three quarters survivorship of cancer by 2035, and reducing variation in outcomes for rare cancers.

Navigating system pressures & policy delivery
Discussion focused on approaches for delivering expected policy commitments on rare diseases in practice, including priorities for implementation as responsibility increasingly sits across national bodies and integrated care systems. Delegates considered issues such as accountability for delivery, coordination between specialised services and local systems, and how rare disease priorities can be sustained alongside wider NHS reform and delivery of the Government’s 10 Year Health Plan for England. It came with the Cancer Plan announcing a new national lead for rare cancers, as well as reformed oversight structures, aiming to shape system coordination and performance.

Care quality, diagnostics & patient experience
With a new quality standard recently published by NICE, it was an opportunity to discuss strategies for embedding high-quality standards of care for rare disease in routine practice, including expectations for timely diagnostic investigation and treatment, coordinated multi-specialty pathways, clearer responsibility for care navigation, as well as patient need assessments, shared decision-making and access to clinical research.

Discussion also looked at reducing variation in patient experience linked to geography, ethnicity and deprivation, and the implications of diagnostic delays for clinical outcomes, mental wellbeing and family life - including perspectives from patients and families on navigating care, access and support.

Delegates assessed proposals to improve diagnostic pathways and workforce capability, including the practicalities of scaling genomic testing and referral routes across the NHS, population and newborn screening pilots - as well as wider possible approaches to supporting clinicians to recognise rare conditions earlier, and addressing gaps in specialist expertise. Options for supporting earlier referral and more consistent access to specialist input were assessed, looking at priorities for education, digital tools and service models - including the two new pilot centres for undiagnosed rare conditions, procurement of the NHS Genomic Medicine Service, and progress on the Generation Study - that align with the Cancer Plan’s emphasis on artificial intelligence‑enabled clinical decision support, structured safety‑netting through Jess’s Rule, and the use of emergency presentation rates to drive earlier diagnosis in hard‑to‑identify cancers.

Access to therapies, research & innovation
Further discussion was expected on access to medicines and individualised therapies, including variation in uptake following regulatory approval, the time taken to reach commissioning decisions, and the challenges of managing high-cost, low-volume treatments within existing funding arrangements. Delegates considered approaches to improving the generation of evidence following market entry in cases where patient numbers are small, and how this can best inform commissioning, review and reassessment.

Sessions also assessed progress and draw on insights from initiatives such as the Rare Therapies Launch Pad, examining what has been learned so far about developing regulatory, manufacturing and commissioning pathways for highly individualised n-of-1 therapies, and options for facilitating the move beyond isolated cases towards more sustainable approaches, including the emerging NHS operational framework for individualised therapies, and early patient treatments.

Regulation, data & governance
The conference considered proposals set out by the Medicines and Healthcare products Regulatory Agency in Rare therapies and UK regulatory considerations, including options for more flexible licensing and evidence routes for small patient populations. Discussion focused on how accelerated access can be balanced with safety assurance, equity for underserved groups and international alignment, alongside practical questions around implementation and post-approval uptake.

Further discussion looked at the role of data, registries and real-world evidence in supporting regulatory decisions, reimbursement and post-market monitoring, and how these tools can be used to strengthen care pathways and reduce inequalities. Consideration was also given to longer-term governance and workforce priorities, including how rare diseases should be positioned within future national frameworks and four-nation coordination beyond 2027.

As well as key stakeholders those attending included officials from the Department of Health and Social Care; Food Standards Agency; Office for Life Sciences; Medicines and Healthcare products Regulatory Agency; UK Health Security Agency; and Department of Health, ROI.

This conference focused on priorities for tackling antimicrobial resistance in the UK. It examined delivery and next steps for the UK 5-year action plan for antimicrobial resistance 2024 to 2029 against the backdrop of heightened parliamentary scrutiny and findings from last year’s NAO report indicating limited progress.

Areas for discussion included the way forward for effectively incentivising research and innovation for antimicrobial resistance, implications of the Life Sciences Sector Plan, and priorities for public health, surveillance, stewardship, and raising awareness.

Key considerations moving forward for developing a coordinated and agile innovation ecosystem for AMR were assessed. We expected the agenda to bring out latest thinking on fostering effective partnership models and the way forward for industry-led innovation alignment with public health and health security aims, alongside opportunities for integrating new approaches to therapeutics, diagnostics and surveillance.

Policy & developing a preventative approach
Overall, this conference brought stakeholders and policymakers together to consider progress and next steps for the action plan. Strategies for strengthening performance monitoring were assessed, taking into account findings from the National Audit Office’s Investigation into how government is addressing antimicrobial resistance - including issues of clarity of leadership, use of data and accountability for delivery - and with the Public Accounts Committee calling for regular progress reviews.

Delegates examined latest thinking on reducing both reliance on antimicrobials and unintended exposure, including areas where risk factors could be addressed and potential opportunities for earlier intervention. The practical alignment of the AMR action plan with aims in the 10 Year Health Plan was considered, including implications of the health plan’s three key shifts towards a preventative, community-based and digital-first healthcare system for helping accelerate progress on antimicrobial resistance.

Training, prescribing & regulation
Sessions looked at priorities for workforce training, examining the impact of toolkits such as TARGET, approaches to better aligning primary and secondary care, and the role of community pharmacists in reducing unnecessary antimicrobial use going forward. Regulatory frameworks and pathways for addressing the rise in private prescribing were also discussed.

Detection, coordination & reducing inequalities
Looking at surveillance and response priorities, areas for discussion included next steps for effectively detecting and addressing AMR outbreaks, as well as for reducing inequalities amongst populations with the highest AMR levels, taking into account the UK Health Security Agency’s recent English surveillance programme for antimicrobial utilisation and resistance report.

Attendees considered strategies for better understanding modifiable risk factors, and for developing effective interventions to tackle widening disparities. Key considerations for supporting patients impacted by AMR-related conditions were also discussed, looking at next steps for expanding access to point-of-care diagnostic testing and timely treatment, and the role of digital health tools in informing prescribing and infection prevention and control practice.

Latest thinking on strengthening coordination between agricultural, health, and environmental strategies was considered, including addressing gaps in data-sharing, monitoring and risk evaluation, as well as next steps for UK leadership and in building and maintaining international partnerships, following the discontinuation of the Fleming Fund.

Regulation, innovation & investment
Attendees examined the role of regulation, including updated clinical trial frameworks, in helping accelerate progress on innovation, supply and access, and early-stage research. Economic incentives and approaches to funding were assessed, including what has been learned so far from the UK’s Antimicrobial Products Subscription Model and its implications for investment, stewardship and long-term market sustainability.

Further sessions looked at approaches for strengthening investor confidence, looking at what can be learned from international models where push and pull incentives are being utilised. The conference was also an opportunity to consider options for addressing barriers to market approval, and ways forward for aligning UK and global regulatory approaches.

Innovation was also a focus, looking at integrating new approaches to therapeutics, diagnostics and surveillance, including next steps for the role of artificial intelligence in driving drug discovery, and whole gene-sequencing of antimicrobial-resistant pathogens. Options for developing phage-based medicines were also assessed, in the context of Medicines and Healthcare products Regulatory Agency’s recently published guidance on Regulatory considerations for therapeutic use of bacteriophages in the UK.

As well as key stakeholders those attending included officials from the Department of Health and Social Care; Department of Health, NI; Department for Environment, Food and Rural Affairs; Department of Agriculture, Environment and Rural Affairs, NI; Health and Safety Executive; Medicines and Healthcare products Regulatory Agency; UK Health Security Agency; Food Standards Agency; House of Commons Library; the Welsh Government; and The Scottish Government.

This conference examined key priorities for women’s health in England.

Following recent publication of the Government’s Renewed Women’s Health Strategy for England, it brought stakeholders and policymakers together to discuss delivery priorities for effectively improving access to care, tackling inequalities, and advancing innovation in treatment moving forward.

Delegates considered next steps for integration of women’s health into broader NHS reform, including the shift outlined in the 10 Year Health Plan towards community-based, digitally enabled, preventative care - alongside assessment of progress and remaining challenges following the 2022 Women’s Health Strategy for England.

Key considerations for embedding accountability mechanisms and long-term funding needed to sustain delivery were also examined, including proposals to establish a women’s voices partnership to bring together organisations advocating for women and inform future policy. Discussion also considered implementation timelines, workforce planning, and support for integrated care boards in addressing ongoing pressures.

Care pathways, women’s health models & the National Cancer Plan
The agenda explored practical options for improving pathways and experience of care for women, looking into priorities for gender-sensitive training so women’s symptoms are recognised and acted on quickly and consistently.

The planned introduction of new payment approaches linked to patient experience was also examined, including how these are expected to influence reimbursement for NHS trusts - with some gynaecology services likely to be prioritised initially - and implications for service improvement.

Sessions considered what is needed to sustain and coordinate women’s health models across the NHS, including lessons learnt so far from developing Women’s Health Hubs, the potential role of neighbourhood health centres in delivery, and funding and workforce priorities within integrated care systems. Funding streams for conditions predominantly or exclusively affecting women were discussed.

Further sessions looked at broader opportunities for delivering more efficient joined-up care pathways and reducing fragmentation across physical and mental health services, including options for rolling out local examples of effective practice more widely.

We also expected the new National Cancer Plan for England to be a focus. Delegates discussed next steps for improving screening, developing community-level diagnostics, and addressing regional variation in service quality for women.

Maternity care - communication, responsiveness & reducing delay
The conference examined priorities for improving maternity care quality and safety. It comes with the ongoing National Maternity and Neonatal Investigation led by Baroness Amos expected to report this spring, with the recent interim report highlighting capacity pressures, persistent inequalities, and a lack of transparency as key concerns. Areas for discussion included approaches for improving communication and information-sharing, and access to community-based support, as well as strategies for reducing diagnostic and treatment delays - particularly across gynaecological and mental health services.

Inequalities - tackling key areas of disparity & improving use of data
In assessing next steps for addressing health inequalities - including regional and ethnic disparities - we expected discussion on strategies for enhancing the utilisation of data to inform personalised care, and priorities for driving prevention and early intervention, including improving screening uptake and partnership working with voluntary, community and social enterprise groups.

Latest thinking on how to tackle factors that contribute to women spending more time in ill health was discussed, including strategies for supporting those living with chronic conditions and multimorbidity, and what is further needed to enable improved speed of diagnosis and access to treatment. This included approaches to improving pain management pathways for both procedural and chronic pain, priorities for improving understanding and treatment of conditions that disproportionately affect women, and strengthening informed consent processes and choice of pain relief during gynaecological procedures.

Education, training, workplace priorities & reducing stigma
Sessions examined priorities for enhancing education around women’s health conditions, for both healthcare professionals and the public. This included boosting community outreach in underserved populations, alongside ways forward for improving training pathways and addressing knowledge gaps to ensure initiatives - such as menopause advice in routine health checks - can be carried out sensitively and effectively. Priorities for improving knowledge in early life was also addressed, including commitments within the strategy to strengthen education for girls on menstrual health in school and community settings.

The conference also brought out latest thinking on effective practice for employers in better supporting women’s health in the workplace, including strategies for developing supportive policies for menopause, menstruation and fertility challenges, as well as pregnancy.

Strategies for tackling potential stigma, including approaches to ensuring that women feel able to seek mental health support, was also considered - with a recent BACP survey indicating that almost two in three women in the UK aged 50 and over struggle with their mental health, with almost 9 in 10 of those affected not seeking help.

Research, digital innovation & the evidence base
Following recent indications from the National Institute for Health and Care Research that funded research should take account of sex-based differences, strategies for strengthening women’s health research were examined, including widening access to clinical trials and improving evidence and treatment development for female-specific conditions, or those which disproportionately impact women. Attendees considered priorities for addressing knowledge gaps in diagnostics, treatment efficacy, and understanding of disease progression, alongside next steps for ensuring equitable funding.

The way forward for women’s involvement in design of digital tools was also considered, including addressing concerns about gender bias in artificial intelligence-driven tools and strategies for safeguarding against this, as well as how emerging technologies can be used to improve access to care, bridge data and research gaps, and help tackle health inequalities. Priorities for streamlining adoption were also examined, in light of the recently introduced £1.5m FemTech Challenge Fund.

As well as key stakeholders those attending included officials from the Department of Health and Social Care; Medicines and Healthcare products Regulatory Agency; UK Health Security Agency; HM Prison and Probation Service; Parliamentary Office of Science and Technology; and Ministry of Justice.

This conference examined next steps and key outstanding issues in advancing NHS net zero goals and wider sustainability. Discussion focused on the quality of delivery, strengthening accountability, and priorities for implementation as ambitions move further into practice across the healthcare system.

With NHS England’s Five years of a greener NHS: progress and forward look report published in September 2025 suggesting that the NHS is currently on track to meet interim targets, it was an opportunity for stakeholders and policymakers to discuss what will be needed to maintain progress, prioritise delivery gaps identified by some stakeholders, and for the next phase of delivery.

The agenda brought out latest thinking on practical strategies for securing the pathway to net zero by 2040 for NHS-controlled emissions and 2045 for emissions the NHS can influence - and for addressing operational and financial pressures ahead of the NHS’s 2028 interim net zero milestone.

As the NHS implements the 10 Year Health Plan, sessions discussed how to integrate sustainability considerations in the three shifts to prioritising prevention, providing care closer to home, and utilising digital tools. This included how decarbonisation strategy can also support wider objectives for prevention, air quality and reducing health inequalities.

Clinical pathways, training & sustainability leadership
We expected discussion to draw on practical examples of enabling decarbonisation through clinical decision-making, including prescribing and treatment choices, and how real-world trade-offs can be managed while maintaining quality of care and patient choice. Consideration was also given to how more efficient and personalised pathways can be delivered in community settings.

Delegates assessed priorities for embedding sustainability into workforce training, quality improvement and organisational culture, and for strengthening leadership and engagement at local level. Areas for discussion included the role of clinical leads and GIRFT in supporting evidence-led change, access to specialist sustainability and quality improvement training, incentives and frameworks to support engagement, and how teams can be supported to change practice amid wider operational pressures.

Estates, infrastructure, climate resilience & sustainable delivery
As well as next steps for decarbonising the existing estate, discussion was also expected on use of the NHS Net Zero Building Standard, including how new developments can align sustainability with patient-centred design while delivering value for money.

Approaches to sustainable estate management were examined, including the role of digital tools and AI, how to manage associated energy demand and environmental impacts, and priorities for strengthening climate adaptation across the estate - from extreme weather preparedness and infrastructure risk assessment in green plans, to addressing overheating vulnerability in older buildings.

Discussion was also expected on heat and energy decarbonisation priorities across the NHS estate, including approaches to upgrading complex and ageing buildings, minimising disruption during retrofit, and the role of energy conservation measures, fabric improvements and advanced energy management systems in supporting long-term transition. Consideration was given to funding and investment models, alongside the future for on-site renewable generation, including investment in solar and collaboration through the NHS-Great British Energy partnership, supporting reduced reliance on the grid and potential cost savings.

Procurement, supply chains, auditing delivery & transport strategy
Sessions examined priorities for strengthening delivery of supply-chain decarbonisation while maintaining procurement resilience. Areas for discussion included verification and assurance of supplier claims, approaches to auditing delivery, and targeted support for small and medium-sized enterprises. Delegates also considered how partnerships with suppliers and manufacturers can best be structured to support the introduction of more sustainable products, alongside the way forward for reporting requirements, and options for advancing approaches that integrate with circular economy developments.

In light of NHS England’s Net Zero Travel and Transport Strategy, delegates considered priorities for developing sustainable travel plans across trusts and systems, including options for fleet electrification while balancing performance and cost, and the potential future role of technologies such as drones.

Governance & finance
Further sessions examined priorities for funding, investment and governance in supporting delivery.

Discussion considered approaches to managing short-term cost pressures alongside longer-term savings, integrating sustainability measures within NHS capital programmes, and reflecting board-level accountability and regulatory expectations in oversight frameworks. Sessions also looked at the practicalities and cost-effectiveness of public-private delivery models, and how accountability for sustainability can be embedded through governance arrangements and workforce development.

As well as key stakeholders those attending included officials from the Department of Health and Social Care; Medicines and Healthcare products Regulatory Agency; and Health and Safety Executive.

The conference considered next steps for cancer policy in England.

It brought stakeholders and policymakers together to discuss key issues for implementation of the recently published National Cancer Plan for England, alongside wider reform to NHS structures and the 10 Year Health Plan’s shift in focus towards community care, prevention and digital technology use. Delegates discussed what is needed if ambitions in the National Cancer Plan are to be achievable in practice, including implementing the Faster Diagnosis Standard by March 2029.

The agenda looked at next steps for research, prevention, and care. Sessions will examine priorities for supporting improved service delivery and patient outcomes, and how commitments can be effectively advanced in areas such as screening programmes, progressing towards diagnostic targets, and early adoption of AI-enabled triage.

Screening, prevention & achieving faster diagnoses
Delegates discussed approaches to improving access to screening and vaccination programmes, particularly in respect of reducing inequalities for hard-to-reach groups. With measures identified in the strategy as initial priorities for delivery - including expansion of newborn screening, rollout of lung cancer screening, and use of genomics in identifying inherited conditions - practicalities of implementation were assessed.

Sessions assessed priorities for research and evidence needed to inform future decisions around targeted screening, risk stratification, and potential harms. It came with the UK National Screening Committee consulting on prostate cancer screening, with recommendations expected to be published shortly.

The way forward for gender‑specific approaches was explored in the context of the Men’s Health Strategy and revised Women’s Health Strategy. Areas for discussion included local prevention options, support mechanisms, and considerations around access, engagement, and outcomes - particularly for minority groups.

Public health messaging & engagement
Strategies for strengthening public awareness and community engagement were considered, including latest thinking on approaches to tackling smoking, obesity and poor diet. Areas for discussion included the role of community-level programmes for high-risk groups, support within school and workplace settings, and next steps for initiatives such as the recent implementation of restrictions on volume-based promotions for high in fat, salt and sugar food, and proposals to tighten licensing and promotion rules in the Tobacco and Vapes Bill - soon to receive royal assent.

Further discussion considered the way forward for taking account of patient voice and applying Jess’s Rule in practice, alongside priorities for enhancing workforce education to improve patient safety and outcomes. Strategic options for addressing pressures in primary care that are affecting cancer diagnostics and outcomes were also considered.

Community-based care, workforce capacity, digitalisation & learning from international practice
As community-based care models expand as part of the 10 Year Health Plan, sessions considered priorities for integrating cancer prevention and diagnostics into routine care, and improving equity of access to cancer services. This included questions around oversight and accountability arrangements, cross-departmental coordination, strategic commissioning, and budget allocation for cancer services within integrated care systems.

Delegates discussed priorities for patient support moving forward, as well as assessing commitments to provide holistic needs assessments and personalised care plans, alongside funding announced for young patients’ travel to and from care services.

Strategies for improving workforce capacity were assessed, including options for creating more training places for cancer consultants and priorities for upskilling of clinical staff, as well as the role and structure of cancer alliances, and what is further needed for expansion of community diagnostic hubs.

Sessions also focused on the digital transition, assessing how the NHS App can improve follow-up pathways for positive test results, while balancing risks of digital exclusion for hard to reach groups. Priorities for improving IT infrastructure and interoperability for clinicians were also discussed.

Further discussion examined international approaches to cancer care pathways, drawing on effective practice from other health systems, and considering interoperability with strategy in England for improving equity of access and outcomes.

Research, clinical trials, AI & accelerating innovation
Attendees considered priorities for research and clinical trials, discussing changes to clinical trial and personalised medicines regulations, alongside safeguards to ensure equitable eligibility decisions, and structures for faster, ethical contract approval. Areas for discussion included expanding vaccine trials through the NHS Cancer Vaccine Launch Pad, key considerations for funding models for personalised vaccines, and priorities for the expanded Health Data Research Service in accelerating innovation, as well as addressing variation in adoption rates.

Sessions explored priorities for improving access to innovative therapies, assessing criteria for selecting patients for genomic testing, implications for patient pathways to personalised treatment and medicines, and strengthening the delivery of advances in cancer genomics. Further sessions examined priorities for the relaunched Children and Young People Cancer Taskforce, with discussion on how rarer cancers and age-specific needs can be addressed, and how patient involvement in service design can cater to wider needs beyond treatment. Delegates also reflected on the recently launched MHRA-NICE aligned approval pathway to enable some new medicines to reach NHS patients up to six months earlier through parallel licensing and value assessment.

The application of AI supercomputing to cancer datasets and vaccine discovery was also discussed, looking at approaches to governance of AI-driven analysis, as well as how the Cancer Healthcare Goals programme is expected to contribute to faster adoption of new technologies.

As well as key stakeholders those attending included officials from the Department of Health and Social Care; Department for Energy Security and Net Zero; Medicines and Healthcare products Regulatory Agency; Office for Life Sciences; UK Health Security Agency; and Office for Investment.

This conference examined next steps for the NHS estate, and for the development of new hospitals in England.

Government funding plans & targeting
With the Government committing £6bn per year for health infrastructure in its UK Infrastructure: A 10-Year Strategy, it brought stakeholders and policymakers together to consider how funding can best be deployed to optimise the scale and pace of estate renewal, alongside priorities for further development of integrated care board 10-year infrastructure strategies.

In light of the 10 Year Health Plan and the Health and Social Care Committee’s inquiry into Delivering the Neighbourhood Health Service: Estates, a key area for discussion was how the NHS estate can support the shift towards more care in community settings, a more digital-first service, and a stronger focus on prevention. Progress and next steps for the New Hospital Programme, maintenance priorities for existing hospitals, and strategies for improving space utilisation and interoperability across the secondary care estate were also discussed.

Delegates assessed priorities for strategic investment, alongside approaches to simplifying capital funding routes, ways forward for creating predictable funding pipelines, and options for unlocking additional resources while achieving long-term value for money. The agenda also examined implications of the 2025 Autumn Budget for neighbourhood health centres and the public-private partnership models being taken forward.

We expected discussion to reflect stakeholder concerns over how public-private partnerships will work in practice, and to examine what is needed to improve on previous PFI initiatives, including addressing risk allocation between public and private partners, and ensuring greater flexibility in contracts.

Community infrastructure & local healthcare delivery
Sessions considered operational and estate planning for services delivered in the community, including the development of neighbourhood health centres and other community facilities, and how their design can support multidisciplinary working and more integrated care.

Next steps for improving coordination between commissioning and estate development were discussed, including strategies for fostering effective partnerships across ICBs, trusts and local government around joint priorities. Learning and accountability mechanisms were also considered, including how pilots are reviewed and good practice carried forward, alongside options for local and community engagement and alignment with wider regeneration activity.

Next steps for the hospital estate
Following publication of the NAO’s Update on the New Hospital Programme, and the Public Accounts Committee having held an oral evidence session in February scrutinising progress, RAAC mitigation, governance and cost pressures, further sessions considered programme delivery, including practical steps needed to safeguard timelines and budgets, and insights from collaboration between trusts, supply chains, the NHS workforce, and patients. Mitigating extended reliance on ageing facilities was also a focus, in the context of maintenance backlogs and capacity constraints, alongside next steps for tackling procurement inefficiencies.

Approaches to streamlining the transition to new hospitals were assessed, including strategies for incentivising innovation and long-term planning, as well as practical considerations for minimising operational disruption. Delegates looked at approaches to effective practice in targeting investment, and the role of more flexible working, such as modular construction and local control of assets, in sustaining safe and effective care and responding proactively to maintenance needs.

Digital transformation & interoperability
With £300m in capital investment for NHS technology set out in the 2025 Autumn Budget, delegates discussed the way forward for embedding digital infrastructure in estate design and delivery, as well as integrating new-build facilities within the existing estate to support patient flow and operational efficiency.

Delegates also assessed options for addressing variation between modern and legacy systems, including collaboration on retrofit and procurement, and for integrating digital solutions into estate management, such as using modelling to optimise the use of existing buildings as technology-enabled, virtual and community-based care grows.

Workforce & patient-centric design
Priorities for supporting staff and patients were also a key focus, including how workforce wellbeing, privacy and adaptable spaces for hybrid care can be built into new and existing estates so that infrastructure supports safe and compassionate care.

Next steps in the context of concerns around an ageing estate and facilities management workforce were also examined, including priorities for recruitment, retention and upskilling to meet the needs of increasingly digitally reliant infrastructure.

Sustainability & net zero
Key issues for estate decarbonisation were discussed, including priorities for risk and climate resilience planning, energy strategy, and reducing inefficiencies without compromising patient care. Areas of focus included allocation of responsibilities, next steps for coordinating efforts across estate management, and how sustainable approaches can be embedded in future design frameworks.

Strategies for advancing decarbonisation alongside the shift towards community care were also examined, including the role of ICS Green Plans in setting objectives and delivery goals, how the environmental impact of construction and maintenance of new builds can be minimised during planning, and what can be learned from wider public sector net zero efforts.

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include parliamentary pass-holders from the House of Commons and officials from the Department of Health and Social Care; Department for Education; Homes England; Medicines and Healthcare products Regulatory Agency; National Infrastructure and Service Transformation Authority; UK Health Security Agency; and The Scottish Government.

This conference examined next steps for the development, regulation, and implementation of artificial intelligence in healthcare.

Widening application & funding
It brought stakeholders and policymakers together to discuss the future for AI in the NHS as it moves from the pilot phase into wider use, with ambitions laid out in the 10 Year Health Plan for the NHS to be the most AI-enabled healthcare system in the world, and the National Cancer Plan identifying AI as a core driver of diagnostic speed, accuracy and workforce capacity.

Delegates examined opportunities for innovation and growth, and how they can be achieved, alongside priorities for safety and an evidence-based approach, as well as questions around workforce capabilities, equity and public confidence - including the Government’s emphasis on AI as a practical assistant that may lower clinical time.

With £10bn investment for technology and digital transformation committed at the 2025 Spending Review and £300m investment announced for NHS technology in the Autumn Budget, attendees considered approaches for utilising and channelling investment. This includes next steps for improving digital capability and readiness, infrastructure and interoperability of technology in the NHS, and achieving safe and ethical application of AI going forward.

Regulation & oversight
Priorities for regulation were examined after the MHRA recently closed a call for evidence, alongside the appointment of a National Commission into the Regulation of AI in Healthcare to review existing arrangements and to recommend a new framework.

Delegates considered the future for proportionate risk regulation in this area, how regulatory gaps can be addressed, and how innovation can be encouraged while maintaining safety, consistency and public confidence, looking at emerging technologies such as ambient voice systems, and commitments in the Life Sciences Sector Plan.

With AI scribes and ambient voice technologies being positioned as a key tool in improving NHS productivity, delegates discussed options for putting regulation in place quickly to enable safe deployment, whilst addressing concerns with the evidence-base. This includeed concerns around accuracy, bias and inequity with accents and dialects, and data security following the MHRA’s call for evidence from the public, clinicians, industry and providers to inform the Commission’s 2026 recommendations on these issues.

There was also a focus on requirements for human oversight of automated decision-making, accountability and clarity over responsibilities between clinicians and technology providers, and how these may affect the design of AI-assisted triage and eligibility assessments.

Discussion also looked at how AI can be used to improve the quality of care, including supporting organisations with learning from patient safety incidences, and engaging with the Patient Safety Incidents Response Framework.

Scalability, learning from pilots & data
Delegates discussed latest thinking on tackling challenges for bringing forward AI tools from pilot phases to wider adoption. These included addressing issues related to data fragmentation, gaps in digital infrastructure, and integration with legacy systems, as well as tackling cultural and organisational barriers such as siloed working, and putting in place the operational capacity for implementing change. It was also an opportunity to discuss priorities for procurement to support AI adoption, including options for reducing duplication in contracts across trusts and interoperability requirements through contracts.

Emerging insights from the first phase of MHRA’s AI Airlock programme were considered, including concerns raised around AI hallucinations, and tensions created where AI performance is impacted by accuracy of health records.

Delegates also discussed practical steps for implementing centralised and standardised deployment in multiple trusts, looking at the NHS England AI Deployment Platform Pilot, and approaches to reducing costs and duplication of processes often associated with individual pilot projects. Initiatives from MHRA, NICE and NHS England in supporting the safe scaling of diagnostic AI tools were considered, with discussion on developing new approval routes for market access, surveillance and monitoring, and implications for investment confidence and sector growth - particularly as AI-supported lung cancer diagnosis and mammography move towards national rollout.

Sessions also examined data use and governance in light of the Data (Use and Access) Act 2025, and priorities for research collaboration such as the way forward for more flexible consent regimes, supporting broader clinical trials, and developing governance arrangements that maintain public confidence.

Use cases, integration, patient engagement & workforce priorities
There was discussion on enabling AI use cases in precision medicine, including personalising treatment pathways, accelerating drug discovery, and transparency with patients over how AI is being used to treat their conditions.

In looking at opportunities for supporting patient choice, empowerment and autonomy, we expected a focus on the future use of AI in the NHS App, as well as potential pilots in 2026 for generative AI symptom checkers and triage, with discussion on the levels of health and digital literacy required for safe implementation and delivery, including the National Cancer Plan’s ambitions for personalised risk insights and digital coaching.

Support for the workforce with skills in managing data and interpreting AI insights was considered - as well as the role of leadership in putting in place workforce capabilities for operating AI when time and resources are pressured. Areas for discussion included managing hesitancy with uptake, adapting to evolving job roles as AI is deployed, and strategic preparations for the impact of AI on the wider system and capacity planning - with recent Nuffield Trust analysis highlighting uneven AI adoption in primary care, gaps in national guidance, and a need for medico‑legal clarity and ICB‑level support

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include parliamentary pass-holders from both Houses of Parliament and officials from the Department of Health and Social Care; Department of Health, NI; Care Quality Commission; Medicines and Healthcare products Regulatory Agency; Health and Safety Executive; UK Health Security Agency; Department of Health, ROI; Department for Business and Trade; Department for Transport; Office for Investment; the Welsh Government; and The Scottish Government.

This conference examined priorities for integrated care systems and commissioning in England, in the context of the NHS 10 Year Health Plan, draft Model ICB Blueprint, and Medium-Term Planning Framework, as well as the transition towards the NHS operating framework.

It brought stakeholders and policymakers together to discuss key issues arising from changing responsibilities at local, regional, and national levels, alongside evolving roles in planning, funding, and service delivery, as well as practical considerations for implementation. Discussion drew on the wider financial and policy context, including outcomes of the 2025 Spending Review and Autumn Budget, moving to a multi-year approach to planning, the role of NHS league tables in driving performance, and the frameworks system leaders are developing to support consistency, accountability, and system oversight.

Services, commissioning & streamlining
Delegates examined the transition to strategic commissioning, including the delegation of a broad range of specialised services to ICBs, and the consolidation of functions such as planning, finance, and governance within and across systems. Implications for coordination, local accountability, and capacity were assessed, including strategies for effective commissioning for those with multimorbidity.

Sessions discussed what will be required to deliver changes needed to meet the requirement to halve administrative costs, including the impact of recent clustering arrangements, and the potential for mergers of ICBs from April 2026. Possible implications for leadership capacity, service continuity, and delivery of core functions, such as governance and quality assurance, were also assessed.

Care in the community & local health needs
With the NHS 10 Year Health Plan announcing The Neighbourhood Health Service, aiming to deliver patient-centred integrated care, attendees considered the development of these models and the coordination of care at place level, including collaboration between NHS bodies, local government, and voluntary sector organisations, as well as the role of new public-private partnerships announced in the 2025 Autumn Budget. Discussions addressed interoperability and rollout challenges in varied settings, how services can be designed to work with the local community, opportunities for co-production with lived experience and strategic options for coordinating local intelligence with regional planning.

Sessions also assessed how local strategies will need to respond to population health needs - such as long-term conditions, ageing populations, and persistent health inequalities - alongside priorities for developing digital systems and growing diagnostics capacity. Improving the NHS estate to support the transition to neighbourhood health centres was discussed, as the Health Committee launches a new inquiry. Requirements for effective delivery and integration in systems with varying stages of organisational consolidation, financial pressures, and neighbourhood model implementation were also considered.

Digital systems
Further sessions examined the role of digital infrastructure and tools in supporting service coordination, identification of community-specific needs, and improving patient access, including developments linked to the NHS App. Delegates assessed the impact of an additional £300m investment in NHS technology announced in the 2025 Autumn Budget, looking at the rollout of digital services across diverse settings, and the relationship between national direction and local implementation.

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include parliamentary-pass holders from the House of Commons and officials from the Department of Health and Social Care; Information Commissioner's Office; and Medicines and Healthcare products Regulatory Agency.

This conference focused on next steps for clinical trials and research in the UK, examining both practical and strategic priorities.

It brought stakeholders and policymakers together to consider implementation of a range of recent policy proposals and measures aimed at strengthening the UK’s clinical research environment. These included the MHRA and HRA’s The Medicines for Human Use (Clinical Trials) Regulations, DHSC’s Transforming the UK clinical research system, the Medium Term Planning Framework, Life Sciences Sector Plan and the 10-Year Health Plan for England, as well as the 2025 Spending Review commitment to establish a new Health Data Research Service.

Areas for discussion included the way forward for accelerating study set-up and delivery, and for improving patient access and recruitment, including integrating trials into routine NHS care. With an additional £300m for NHS tech and digital tools announced in the 2025 Autumn Budget, it was an opportunity to discuss ways forward for increasing research activity in the NHS through improved digital connectivity. Sessions also looked at approaches to improving how NHS data is recorded, as well as for its efficient and secure use to support quality of research.

Delegates examined proposals for streamlining approvals and contracting, strengthening capacity across the system, and deployment of funding for research infrastructure. There was also a focus on building public confidence and engagement, the workforce support and talent pipeline needed to meet future demand, as well as the positioning of the UK as a favoured venue for clinical research, in light of the recent cut to the medicine rebate rate.

Implementing new regulations & increasing engagement
Attendees considered practical steps for putting in place the updated regulations aimed at streamlining the regulatory environment and facilitating access to innovative treatments, including the role of ICBs in proactively supporting the development and delivery of clinical trials.

Ways to support increased participation in trials were discussed, such as through the NHS App and improved local engagement. This included best practice in the use of inclusion and diversity plans to tackle underrepresentation in trials, and wider approaches to improving equity of access and outcomes, as well as practicalities for integrating trials into primary and community care.

Data governance concerns and barriers to public trust were also addressed as research access to data is centralised, including strategies to ensure transparency and safeguards, and improve public messaging.

Delivery practicalities, research, data & AI safeguards
The agenda looked at practical issues for achieving delivery goals, including the 150-day study set-up target, and implementing the Combined Review and standardised contracting in streamlining clinical trial processes.

Expectations for the contribution of new commercial research delivery centres and regional research hubs were also discussed in this context, including their role in supporting the Health Data Research Service and wider delivery infrastructure. Delegates looked at steps to reduce duplication and delays, alongside priorities for the HDRS in providing secure, timely access while maintaining confidentiality and public trust.

We expected discussion to examine the potential for AI and precision medicine to improve trial design and efficiency, as well as priorities for addressing concerns over safeguards for AI integration, following the recently published AI for Science Strategy, which aims to accelerate the preclinical phase of the drug discovery pipeline while optimising clinical trials.

The Government’s strategy on Replacing animals in science was also discussed, including examination of circumstances in which alternative methods may be possible, alongside key considerations for maintaining safety and efficacy.

Key enablers: talent pipeline & global partnerships
Attendees considered how the UK can secure the future pipeline of clinical research talent and create sustainable career pathways. We expected discussion to reflect proposals for a national career framework and the development of joint NHS-university posts, and issues including developing clearer leadership and progression routes for clinicians engaged in research.

The introduction of the Growth and Skills Levy was also examined, as well as ways forward for maintaining the clinical research workforce following plans for an international student fee levy set out in the Budget. Regional delivery and consistency was discussed, and strategies for ensuring that opportunities to enter and progress within research careers are accessible across the health system, as well as factors related to visas and the immigration system.

Delegates also assessed key strategic steps for positioning the UK as a partner of choice for global research collaboration and investment following the recently agreed pharmaceutical trade deal between the UK and US, looking at priorities for maintaining competitiveness in commercial and non-commercial trials. Issues expected for discussion included the role of new delivery centres and regional hubs in expanding market capacity, and what may be needed to bolster the UK’s reputation as an international base for innovation and data-driven life sciences research.

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from the Department of Health and Social Care; Department for Business and Trade; Department for Science, Innovation and Technology; HM Treasury; House of Commons Library; Medicines and Healthcare products Regulatory Agency; Office for Life Sciences; UK Health Security Agency; Foreign, Commonwealth and Development Office; Government Legal Department; Government Office for Technology Transfer; Office for Investment; Parliamentary Office of Science and Technology; the Welsh Government; and The Scottish Government.

This conference examined the future for general practice and primary care in England, in the context of the 10 Year Health Plan and the move towards a Neighbourhood Health Service.

It brought stakeholders and policymakers together to examine practical considerations for integrating multiple services effectively, supporting and retaining GPs, achieving fair and consistent funding, and improving access to care while reducing system pressures.

Neighbourhood Health Service
Priorities for partnership working and designing services around communities were discussed - as the 43 first wave sites are chosen to implement new neighbourhood health services in areas with significant health inequalities.

Considering insights from best practice and first wave pilots, sessions discussed the role of GPs in delivery and the way forward for supporting patients with long-term health conditions in the community. Discussion also assessed strategies for linking with the VCSE sector and shaping services to meet the needs of people in areas of deprivation.

Sessions assessed infrastructure and funding needs for delivering new services, and expectations for collaboration between primary, community, and social care services. There was also a focus on ensuring realistic timelines, workforce resourcing, and implications of current estate and digital funding allocations, as well as the flexibility of estates and interoperability of digital and data systems to support service change.

Further areas for discussion included latest thinking and insights on practical strategies for the provision of care closer to home, providing consistent access to the same clinicians where appropriate, and making GP services easier to engage with and use.

Contracts
The role of neighbourhood provider contracts in providing services across different population sizes was assessed, including requirements for contracts to strengthen the infrastructure and intervention capacity of general practice.

Following implementation of key parts of the 2025/26 GP Contract, delegates discussed progress on online consultation requirements and their impact on patient access, particularly after a recent BMA survey found that over half of GPs reported its negative effects on patient care.

The conference also examined implications of the BMA’s renewed dispute with government - with indications of mass contract resignations over exclusion from the Carr-Hill Review and perceived threats to the independent contractor model - and options for rebuilding trust and developing a sustainable long-term framework for GP funding and accountability, alongside alignment with the 10 Year Health Plan.

Workforce, service improvement & accountability
The agenda included a focus on next steps for addressing workforce challenges in general practice and building capacity to improve patient access.

We expected discussion to bring out latest thinking and best practice for recruitment and retention strategies, following the Royal College of Physicians highlighting concerns that staffing vacancies may exacerbate pressures. Areas for discussion included wellbeing and flexible working options, mentoring, career guidance, protected learning time, and improving practice infrastructure.

The conference also considered scope of practice, team integration, and the implications for training, regulation, and patient safety following the Leng Review and implementation of Jess’s Rule. Morale and autonomy within practices were considered alongside the balance between national standards and local discretion in service delivery, with the Government claiming that GPs are blocking key 10 Year Health Plan reforms.

Progress in utilising community pharmacy to support access for key conditions was also discussed.

Funding & the Carr-Hill review
Delegates considered how funding mechanisms such as the Carr-Hill allocation formula and the Quality and Outcomes Framework reflect health needs across communities, and options for fairer support for deprived areas, including outcomes of the ongoing Carr-Hill formula review and options for a single national formulary.

Innovation, digital transformation & AI
Further sessions assessed how digital transformation can support access and coordination through developments such as 24/7 booking, single patient records, and interoperability. There was also consideration of the way forward for the NHS App expansion in supporting engagement and access for older and vulnerable groups, and discussion of NHS England’s new framework for AI-enabled ambient scribe tools and their implications for productivity, data security, and digital inclusion.

Additional areas for discussion

• place-based delivery: effectiveness of early Neighbourhood Health Service pilots - collaboration models - local accountability - flexibility for serving local needs
• contracts and accountability:
  
  
  
  • online consultation requirements - patient access - safeguards and data liability - GP contract reform - rebuilding trust
  • sustainable long-term funding frameworks amid BMA calls for a united front in disputes over the 2025/26 contract
• funding and equity:
  
  • Carr-Hill formula review - redistribution options for addressing deprivation and equitable resource allocation
  • Quality and Outcomes Framework - aligning indicators and incentives with wider population health objectives
• medicines and prescribing: development of a single national formulary - prescribing efficiency - coordination between primary and secondary care
• infrastructure and estates: coordination between primary, community, and social care - transport links - capital investment and premises upgrades for capacity
• digital innovation and AI: assessing the role of AI-enabled note-taking tools in reducing administrative workload - data security - digital inclusion - single patient record and interoperability
• community-based care: addressing long-term conditions in the community - patient involvement in service design - engagement with VCSE organisations
• community pharmacy and prevention: integration with general practice - support for self-care - new care pathways for key conditions
• workforce resourcing: realistic timelines - implications for digital and estate funding - GP underemployment and the ‘GP paradox’ - flexible and sustainable staffing models
• training and regulation: range of clinical responsibilities - implementation of Jess’s Rule and Leng Review outcomes - regulatory alignment with ICB and GMC priorities
• workforce and wellbeing:
  
  • recruitment and retention - morale and autonomy - career development - protected learning time
  • 10 Year Workforce Plan and Additional Roles Reimbursement Scheme - sustainability of GP partnerships and business models
  • WorkWell implementation - linking primary care to employment support - reform of fit note systems to reduce sickness absence and system pressures
• access and engagement: NHS App expansion - accessibility for older and vulnerable groups - engagement incentives and digital literacy

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include parliamentary pass-holders from the House of Lords and officials from the Department of Health and Social Care; Department for Business and Trade; Ministry of Justice; HM Treasury; National Audit Office; Care Quality Commission; Medicines and Healthcare products Regulatory Agency; HM Prison and Probation Service; Office for Investment; and the Welsh Government.

This conference focused on next steps for genomics in the UK.

It was an opportunity for stakeholders and policymakers to examine the evolving role of genomics in the shift towards a more preventative and personalised health system, with the 10 Year Health Plan and Life Sciences Sector Plan identifying it as a priority area. Areas for discussion included implications for research, care delivery, population health and system integration.

The agenda explored strategic priorities for embedding genomics in mainstream healthcare, including coordination across the four nations, and timelines for delivering complex services, with the Genome UK: shared commitments for UK-wide implementation 2022-2025 and subsequent implementation plans having concluded in 2025.

System-wide adoption of genomic healthcare
Requirements for enabling a new genomic population health service were considered, including how integrated care boards and neighbourhood providers can support data-informed commissioning and care provision. Attendees assessed proposals in the Life Sciences Sector Plan, including the role of the new Health Data Research Service and what will be needed to put in place digital, organisational and workforce capabilities required to integrate genomic tools and services across clinical pathways, support research and deliver patient benefit. Strategic considerations for addressing data interoperability and system coordination challenges were also discussed.

With the launch of Genomics England’s Genomics, Healthcare and You engagement programme, discussion also focused on strategies for ensuring that future plans are informed by insights from the public.

Personalised medicine, whole genome sequencing and implementation
Delegates considered practical steps towards equitable access to personalised medicine, including the rollout of genomic testing and targeted treatments, and discussed implementation challenges around whole genome sequencing for newborns.

In considering health inequalities and representation in genomics moving forward, delegates looked at priorities for investment in sequencing for people from diverse backgrounds and engagement with communities that have historically been under-represented in genomic research and services, including minoritised ethnic groups, underserved populations, people with disabilities, non-English speakers, and those experiencing socioeconomic disadvantage, to build trust and inclusion.

Building the genomics workforce and NHS readiness
Priorities for expanding the NHS genomics workforce were discussed, looking at funding and delivery capacity, and tackling shortages of trained professionals, including strategies for supporting nurses to become genomics champions in local communities, and building system-wide readiness for AI-supported clinical decision-making based on genomic insights. We also expected a focus on priorities for supporting healthcare professionals to communicate complex results, as well as next steps for standardising whole genome sequencing service delivery processes across the NHS in order to reduce variation and enhance efficiency.  

Consent, privacy, and future regulatory and innovation frameworks
Further sessions focused on approaches to patient consent, privacy, and data use, including the management of actionable findings, secondary data uses, and trust in de-identified datasets. The agenda also explored evolving regulatory frameworks and evidence requirements for test evaluation and commissioning, as well as future options for supporting innovation through collaboration, infrastructure investment, and joined-up research and clinical activity.

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from the Department of Health and Social Care; Department of Health, NI; Department for Business and Trade; Office for Health Improvement and Disparities; Office for Life Sciences; Medicines and Healthcare Products Regulatory Agency; Parliamentary Office of Science and Technology;

This conference focused on next steps for patient safety in England. Areas for discussion included implementation of streamlined oversight, strengthened patient and staff voice, improved use of data, and workforce support and development for the delivery of safer care.

Policy developments & implications
It brought stakeholders and policymakers together to consider the way forward following the Government’s acceptance of recommendations from Dr Penny Dash’s Review of patient safety across the health and care landscape.

Attendees also examined the newly published NHS trust performance league tables, including how results are adjusted for fairness and transparency, how findings will be used to scope and initiate targeted improvement support, and next steps following announcement of eight Advanced Foundation Trusts.

Key roles, oversight & responsiveness
Sessions assessed how roles and responsibilities across oversight and investigative bodies can be streamlined and clarified, including the National Quality Board, the CQC and the HSSIB.

Implementation of the Patient Safety Incident Response Framework was discussed, alongside next steps for patient experience structures and service improvement, as well as advocacy processes following the expected integration of local Healthwatch functions within ICBs.

Quality strategy, addressing inequalities & implementing patient empowerment
Responsibilities of commissioners and providers were assessed, alongside priorities for the development of a national quality strategy in adult social care.

Further sessions looked at oversight and complaints processes, including strategies for identifying and addressing inequalities in safety outcomes between groups, as well as priorities for public awareness around new advocacy options and initiatives.

Approaches to achieving consistent application of Martha’s Rule across settings were also discussed, including priorities for staff support, supervision and organisational culture, emerging calls for similar protections for staff voice, as well as ways forward for improving quality in primary care, looking at practical steps for embedding Jess’s Rule in general practice.

Leadership & the workforce
Best practice for staff supervision and team working was reviewed, also addressing the impact of workforce capacity pressures on safety and delivery, particularly following the £300m capital for NHS technology to boost staff productivity and support safer care announced in the 2025 Autumn Budget. We expected discussion on workforce balance and what resources will be needed to maintain safety standards as more care is delivered in community settings.

Innovation & digital tools
Delegates discussed the use of early warning systems and other digital tools, particularly with regard to maternity outcomes, including the nationwide rollout of the new Maternity Outcomes Signal System, NHS England’s first real-time statistical monitoring tool for detecting emerging safety concerns in maternity units. The impact of electronic patient records on patient safety so far and key implementation considerations going forward were discussed, with NHS England targeting full EPR coverage across trusts by March 2026.

Overview of areas for discussion

• Dash Review implementation and implications:
  
  • governance structures - accountability - patient and staff voice - investigative functions
  • data use and quality strategies across health and adult social care - alignment with priorities in the 10 Year Health Plan
• key responsibilities:
  
  • remit and priorities for the National Quality Board - the CQC’s sector‑specific registration and inspection responsibilities the investigative function of HSSIB as an independent body
• patient voice:
  
  • how patient and family concerns can inform complaints and redress procedures - developing opportunities for patients and family members to share and escalate concerns
  • simplifying access to advocacy processes for patients without undermining independence, trust and fairness
• complaints and oversight:
  
  • incident response to varying safety outcomes, including in maternity and neonatal care - systems to enable timely second opinions, rapid reviews, and effective resolution of concerns
• workforce, teams and supervision:
  
  • issues around training - expanding multidisciplinary roles - staffing levels, rostering, retention and wellbeing
  • clarity on team responsibilities and escalation routes - deployment and management of  physician associates and anaesthesia associates
• community care and knowledge sharing:
  
  • mechanisms for sharing local learning and best practice across healthcare organisations to inform and support development of a clear national patient safety strategy
• digital tools:
  
  
  
  • interoperability - data quality - clinical governance for use in practice - next steps for developing effective systems and safeguards, with the increased use of AI systems and devices

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from the Department of Health and Social Care; Medicines and Healthcare products Regulatory Agency; Health and Safety Executive; Ministry of Justice; HM Prison and Probation Service; the Welsh Government; and The Scottish Government.

This conference examined priorities for men’s health and wellbeing in England, including implementation of the recently published Men’s Health Strategy.

Policy developments & funding
It brought stakeholders and policymakers together to consider how policy and services can better address the causes of preventable illness and early mortality in men. The agenda brought out latest thinking on prevention strategies, improving engagement with healthcare, and tackling persistent disparities in outcomes and access.

It was an opportunity to discuss next steps for collaboration, funding and service delivery, including for the three key aims set out in the Men’s Health Strategy around improving health services engagement with men, building structures to maximise men’s own health and wellbeing, and creating the conditions for this to thrive.

Attendees considered the £3m investment for community-based men’s health programmes starting in April 2026 for three years, including opportunities for reaching at-risk groups and effective design options to access people who aren’t engaging with current services.

Further discussion looked at strategies for improving men’s health literacy, including the role of the three year collaboration with the Premier League and options for further collaborations, as well as digital opportunities for men to access information, services, and to manage and monitor their healthcare online. Delegates also discussed the new Men’s Health Academic Network and priorities for research and building the evidence base to improve health literacy and tackle health inequalities linked to deprivation.

Recent findings & key issues
The Men’s Health Strategy was considered in the context of wider NHS reforms outlined in the 10 Year Health Plan, as well as priorities emerging from the call for evidence on the National Cancer Plan. Findings from the Health and Social Care Committee’s 2023/24 Men’s Health Inquiry, and Movember’s 2024 report The Real Face of Men’s Health - which show a sharp decline in male life expectancy post-COVID - were also discussed.

Attendees considered latest insights from the Office for Health Improvement and Disparities’ update in November, which highlighted gender differences in chronic loneliness to inform mental health care priorities. We expected discussion on the way forward for improving men’s mental health and initiatives from the Strategy including £3.6m investment for neighbourhood-based suicide prevention support pathfinders, building evidence on mental health of fathers in the year after childbirth, and updating analysis on suicide risk by occupation group.

Effective prevention, public health & service improvement
Strategic options for improving national leadership, effective prevention strategies and education were considered, looking at improving NHS services for men, as well as the role of voluntary and community organisations in improving men’s health and wellbeing. Delegates discussed prevention strategies that are relevant, trusted, and accessible to different groups of men, alongside approaches to education, public information and encouraging healthy behaviours.

With the Care Quality Commission’s recently published State of Health Care and Adult Social Care in England 2024/25 report highlighting Black men’s mental health and identifying barriers to accessing mental health services and inequalities in care pathways, we expected discussion to consider next steps for improving services and care for mental health issues. Areas for discussion included tackling barriers to timely access, reducing potential stigma linked to seeking support, and the responsiveness of the health system to serious and complex need.

Delegates also explored findings from Healthwatch England’s recent report on men’s health outcomes, which called for improved NHS health checks, prostate screening, and mental health care access.

Drawing on latest thinking and research on improving men’s public health, delegates discussed strategies for healthy eating, smoking cessation, alcohol consumption, physical activity, and mental health, as well as coordinated approaches to preventing harm from gambling. The role of workplaces, sport organisations, and community-based initiatives in supporting sustainable long-term improvements were also discussed. Sessions examined the Men’s Health Strategy workplace pilots and partnerships as models for cross-sector engagement.

Screening
The conference followed the UK National Screening Committee’s recent recommendation for prostate cancer screenings to be offered only to those with specific genetic mutations - due to be consulted on before final advice early next year. We expected discussion on next steps for clinical research in this area, as the Committee indicated uncertainties around impact on screenings for black men due to a lack of clinical trials.

Sessions explored future approaches to screening, focusing on ways to improve risk-based methods in light of concerns about the PSA test’s accuracy and false positives in prostate cancer, as well as strategies for strengthening early intervention, including calls for targeted national screening. We also expected discussion on improving men’s engagement with screening and diagnostics, including options for moving this closer to the community, improving access, flexible timing, tackling psychological barriers, and enabling more targeted outreach in primary care.

It was an opportunity to discuss the latest innovative developments and their role in improving health outcomes as NICE approves new life extending prostate cancer drug abiraterone, and the NHS trials new same-day AI diagnostics in pilot sites. The Strategy’s announcement of home testing for PSA via the NHS App from 2027 was a focus for advancing accessible, early detection.

Equality, collaboration & coordination
Further discussion looked at embedding gender-informed and equity-focused approaches within NHS reform, and how policy can better support men in underserved groups, including those from ethnic minority backgrounds, disadvantaged communities, and LGBTQ+ individuals.

Attendees examined how local and national systems can improve coordination to deliver effective care, such as through cross-sector collaboration, investment in workforce and data infrastructure, and robust mechanisms for tracking progress and accountability. Discussion considered the impact of Skills for Health’s recently launched Men’s Health Programme, which equips nurses with specialised training to address men’s unique needs in areas such as prostate health, mental wellbeing, and cardiovascular risks. Attendees considered opportunities to enhance accountability and equity in delivery, following establishment of a stakeholder oversight group and the Men’s Health Strategy committing to a one-year progress report.

Priorities for developing best practice and clinical guidance were also considered, including the development of a new e-learning module in men’s health for professionals, as well as opportunities for commissioning and shaping care pathways to improve health outcomes.

Overview of areas for discussion

• Men’s Health Strategy: priorities emerging from the call for evidence - alignment with NHS reform and major national plans - structures to support long-term coordination and implementation
• R&I: research priorities and developing the evidence base
• prevention and early intervention: screening and health checks in high-risk groups - encouraging earlier presentation - reducing exposure to modifiable risks - integration of new funding commitments
• mental health: tackling barriers to timely access - addressing potential stigma linked to seeking support - system responsiveness to serious and complex need - scaling suicide prevention initiatives
• health inequalities: assessing disparities in life expectancy and outcomes across groups - factors affecting access by ethnicity, geography, and income - scope for targeted national and local responses
• service models: application of gender-informed approaches - integration of national and local delivery - flexibility in meeting distinct needs - commissioning and clinical guidance
• public awareness and access: establishing trust in services and health literacy - improving the reach of public health information and targeting disengaged groups - digital access to information and services
• community and workplace roles: priorities for employers and local networks - utilising partnerships that extend service reach - examples of scalable practice - building on pilot programmes
• accountability and leadership: responsibilities across organisations - tools for assessing impact - use of data to inform policy and delivery - oversight and progress tracking

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from the Department of Health and Social Care; Ministry of Housing, Communities and Local Government; Department for Energy Security and Net Zero; HM Prison and Probation Service; Department of Education, NI; Department of Health, ROI; and the Welsh Government.

This conference examined the future of professional healthcare regulation in the UK, against the background of ongoing NHS reform and the Government’s plans for health system change. It was an opportunity to discuss how responsibilities, structures and oversight arrangements can develop, and consider implications for patient safety, quality of care and the coordination of regulatory functions across clinical and non-clinical roles.

Key developments & emerging issues
Stakeholders and policymakers assessed priorities for the next phase of reform to professional healthcare regulators, with the General Medical Council, Nursing and Midwifery Council and Health and Care Professions Council among those confirmed for early legislative change.

Discussion focused on the statutory regulation of physician and anaesthesia associates now underway, alongside wider initiatives to modernise frameworks, improve responsiveness, and align regulatory functions with the direction of health and care system reform. Wider issues for the future scope of regulation following publication of the Leng Review were looked at, as well as the Health Secretary’s urgent investigation following the discovery of banned international doctors working in the NHS, and NHS England’s call for radical reform of medical training to tackle bottlenecks and improve doctor retention.

The agenda brought out best practice and latest thinking on supporting healthcare professionals at different phases of regulatory reform, including a focus on approaches to the effective deployment of associate professionals, alongside measures for improving safety.

Workforce & leadership
Sessions in the agenda also considered proposals aimed at strengthening leadership across the health service, including draft plans for the forthcoming NHS Management and Leadership Framework, which is expected to set clearer national standards for those in leadership roles. Delegates also considered proposals in the NHS 10-Year Health Plan to increase managerial autonomy, including through performance-linked pay and clearer accountability, following the recent publication of NHS Trust league tables.

Delegates also considered implications of the Review of patient safety across the health and care landscape, led by Professor Jane Cummings and commissioned by the Department of Health and Social Care.

The10-Year Workforce Plan open call for evidence was also discussed in the context of the ongoing shift from hospital-based to community care, and the transition of key NHS England functions to the Department of Health and Social Care.

Regulation design, implementation & coordination
Delegates assessed how regulatory models might better support both public protection and professional practice going forward, against ongoing changes to regulatory responsibilities, legislative powers, and oversight arrangements. With RCGP supporting the move to specialists taking responsibility for long-term fit notes, discussion looked at how best to protect GP time and patient safety in community care, as well as how the BMA’s updated rules for physician associate deployment under close GP watch advance safety.

Options for addressing consequences of prolonged delays to regulatory reform were also assessed, including constraints they have placed on regulators’ ability to update standards, modernise procedures, and adapt to new risks.

Accountability, medical defence & use of artificial intelligence
Further sessions examined priorities for medical defence and the professional support needed to manage risk and accountability in clinical practice, such as the MHRA’s pivot to ongoing AI performance review.

Delegates also assessed how costs are to be met within current and proposed systems, and what may be required to ensure proportionality and sustainability in the long-term.

With the use of artificial intelligence expanding in day-to-day healthcare practice, discussion also considered what is needed from workforce education and training, looking at implications for accountability and liability within evolving models of care.

Overview of areas for discussion

• registration and standards: outcomes of consultations on registration systems - revisions to professional codes - changes to regulatory performance assessment
• workforce development: training pathways - career development - design of multi-disciplinary teams - distinctions between associate professionals and doctors
• patient safety systems: clarification of safety oversight - coordination of safety responsibilities with wider system design
• NHS management regulation: new regulations for serious misconduct - requirements to support accountability and trust in leadership
• coordination: integration of functions across clinical and non-clinical roles - implications for consistency and proportionality
• regulatory practice: design and application of assessment protocols - allocation of compliance responsibilities - adapting to service needs and workforce pressures
• implementation: addressing legislative and operational barriers - priorities for progressing long-awaited reform
• regulatory coherence: promoting consistency - enabling safe, high-quality care - ensuring practicality for service delivery
• oversight and legal frameworks: future organisation of regulatory oversight - balance between professional obligations and system accountability - underpinning legal and financial structures 
• fitness to practise: timeliness and efficiency - transparency - supportive and compassionate approaches - priorities for mental wellbeing

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from the Department of Health, NI; Medicines and Healthcare products Regulatory Agency; Department of Health, ROI; Foreign, Commonwealth & Development Office; the Welsh Government; and The Scottish Government.

This conference discussed next steps for policy and practice in relation to clinical negligence in England.

Taking place amidst heightened public and policy attention on the rising cost of claims, the conference brought policymakers and stakeholders together to assess practical strategies for reducing associated financial pressures on the NHS.

Discussion focused on its impact on patients, clinical staff, and the wider system, as well as the way forward for addressing underlying factors contributing to claim volumes, legal costs, and average damages.

Options, recommendations & managing costs effectively
Key considerations for a cross-government strategy and approaches for containing the rising cost of clinical negligence claims moving forward were examined - in light of the forthcoming review by the Department of Health and Social Care and the National Audit Office’s recently published Costs of clinical negligence report.

Sessions examined implementation of the Clinical Negligence Claims Agreement 2024 and assessed indications on progress in improving transparency and collaboration between NHS Resolution and claimant representatives, as well as scope for future revisions.

Proposals for capping legal fees through Fixed Recoverable Costs were discussed, alongside concerns around access to justice - particularly in complex lower-value cases - and broader questions on how legal costs might be contained without undermining fairness.

Delegates also considered options for longer-term reform, including assessing proposals for a no-fault liability scheme, options for promoting early resolution methods, and how international models might inform approaches in England.

Patient safety, accountability & learning
Issues for improving patient safety were also expected to be a key focus. Sessions examined how litigation and claims processes can better support learning and improvement, with discussion on initiatives such as NHS England’s Getting It Right First Time programme and recommendations from Dr Penny Dash’s Review of Patient Safety across the Health and Care Landscape.

Attendees assessed practicalities around proposals for a unified patient safety strategy led by the National Quality Board, including clearer accountability, simplified guidance, and reduced duplication, alongside shifts in emphasis from litigation to prevention.

The Public Accounts Committee’s inquiry into the cost of clinical negligence was also informed discussion - currently taking evidence on patient safety initiatives alongside avenues for addressing rising legal costs - particularly in relation to how safety performance can be improved in parallel with efforts to reduce legal exposure.

System change, workforce priorities & innovation
The agenda considered implications of wider structural and organisational changes, including NHS England’s integration within the DHSC and the transfer of commissioning responsibilities, looking at its impact on governance, risk oversight, and patient safety.

The impact of clinical negligence claims on healthcare staff was also discussed, with attendees considering practical strategies for supporting wellbeing and mitigating the personal and professional toll of involvement in legal proceedings.

Further sessions examined the future for healthcare professional regulation reform, including options for increasing flexibility to respond more swiftly to patient safety risks. In the context of upcoming GP contract changes, issues around triaging online requests were examined, with discussion on strategies for ensuring urgent requests are not missed. The role of digital tools was also considered in the context of improving system responsiveness and minimising the likelihood of avoidable harm, including the NHS App, patient passports, and AI-based risk assessment and early warning systems. Delegates also considered how the rising use of AI-tools might complicate the establishment of liability, and steps that can be taken to mitigate this.

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates.

This conference focused on priorities for improving dementia diagnosis, care and research in England, following the 2025 Spending Review and in the context of the 10-Year Health Plan.

Creating a Modern Service Framework & improving standards
Stakeholders and policymakers assessed priorities for creating a Modern Service Framework for dementia and frailty - as set out in the 10-Year Health Plan - to identify and set standards for best-evidenced interventions and define long-term outcome goals, as well as strategies for improving service integration and addressing variation in diagnosis rates.

Delegates discussed what will be needed from the new framework to help tackle key issues in dementia care, such as setting clear national standards for tests and treatments and identifying gaps in the healthcare pathway. Discussion considered how to enable more effective coordination between local services and explore how integrated care systems and local systems are responding to new expectations.

Neighbourhood services, & social care
Implications of the shift towards neighbourhood health services were examined, along with what will be needed to support the development of successful multidisciplinary teams. A focus was expected on the future direction of social care, with stakeholders emphasising the importance of supporting the sector in order for proposals in the 10-Year Health Plan to be achieved.

Delegates considered next steps for long-term policy direction and efforts to build cross-party consensus on sustainable funding, informed by the recently launched Casey Commission.

Discussion also centred on the development of partnerships with the third sector, including how the Government’s plan for automatic referral of patients with dementia specialist charities should be delivered in practice.

Innovation, research, diagnosis & access
Delegates examined the dementia research agenda as an area of focus within the Government’s Life Sciences Sector Plan, including delivery of the Government’s Dementia Goals programme, as well as wider aims for positioning the UK as a leader in genomics-enabled prevention and diagnostics. Proposals to shift investment in health research and development towards primary and secondary prevention were assessed, with a focus on expanding patient access and improving national diagnostic capability, following the announcement that a new Alzheimer's blood test is set to be trialled across the UK.

Further sessions assessed how local systems are responding to variation in detection rates across regions and demographic groups, considering priorities for improving diagnostic pathways.

Discussion also looked at the preparedness of the health system to deliver disease-modifying treatments, and what is needed to support earlier diagnosis and safe, effective implementation. With a focus in the Life Sciences Sector Plan on improving uptake of innovation, delegates assessed strategic next steps for clinical research infrastructure, data use, and regulatory safeguards.

Funding, policy & workforce priorities
Further sessions assessed the Government’s funding and policy commitments - including measures in the 2025 Spending Review - on diagnostic infrastructure, social care, and research. Delegates considered the scope and scale of proposals in relation to challenges being faced, as well as priorities and practicalities. Areas for discussion included implementation of workforce expansion, development of a single patient record, and new cost-efficiency mandates.

Additional areas for discussion

• local coordination and pathway improvements: role of integrated care systems and local systems in responding to new expectations - addressing variation in diagnosis rates - enabling stronger service integration
• defining quality in care provision: what constitutes good dementia care as the Care Quality Commission develops new cross-sector statutory guidance
• neighbourhood and multidisciplinary care models: how neighbourhood services can support access closer to home - what is needed to develop and sustain effective multidisciplinary teams
• social care and cross-sector alignment: coordination with health services - support for unpaid carers - implications of the Casey Commission for long-term policy direction and consensus on sustainable funding
• third-sector partnerships and care tools: implementing automatic referrals to charities - developing functionality of the proposed My Carer tool through the NHS App to support coordination and care management
• diagnostic innovation and early detection: the Health Data Research Service - adoption of blood-based biomarkers, portable brain scanners, artificial intelligence-powered tools, and improved data access
• clinical trials and regulatory processes: streamlining clinical trials - expanding real-world evidence - achieving appropriate regulatory safety for people with cognitive impairment
• system readiness and infrastructure for new therapies: workforce development - diagnostic capacity - implications for equitable access - commissioning processes to support infusion-based treatments such as Lecanemab and Donanemab
• workforce development and skills frameworks: priorities for a revised NHS Long-Term Workforce Plan - proposals for a national qualification in complex dementia care - delivering consistency in mandatory training across sectors

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from the Department of Health and Social Care; Medicines and Healthcare products Regulatory Agency; Office for Life Sciences; and HM Prison and Probation Service.

This conference examined next steps for addressing health inequalities in England, including implications of the 10-Year Health Plan for health system change and equity.

It brought stakeholders and policymakers together to discuss the potential impact of key government priorities as part of the 10-Year Health Plan, such as shifting services towards community-based care, strengthening preventative approaches, and expanding the use of digital tools.

Latest thinking was discussed on embedding health inequalities as a focus during the transition towards a more integrated and devolved healthcare model, following the recent publication of the NHS Medium Term Planning Framework.

Acting on latest evidence on disparities in healthcare
Discussion drew on recent findings - such as those from the UKHSA and the NICE - on the extent of regional, ethnic, disability-related and socioeconomic disparities in access and outcomes.

Sessions considered the role of NHS structural change - particularly in integrated care systems - in supporting joined‑up decision‑making and delivery. Discussion also focused on strategies for delivering fairer access to primary care services, following the announcement of a review into GP funding formula, to encourage equitable distribution.

Attendees also assessed approaches to performance monitoring and use of technology in identifying and addressing disparities, including the development of the NICE methodology for evaluation, and wider concerns around robustness and bias in data currently being used.

Commissioning & governance
Delegates considered what is needed to develop the effectiveness of strategic commissioning in reducing inequalities and better understanding population need. This followed publication of the streamlined set of functions set out in the model integrated care board blueprint, with concerns expressed by stakeholders relating to additional burdens on providers, service quality in the face of cost cuts, and potential disruptions during transition.

As neighbourhood health services are rolled out in deprived areas, delegates examined the design of delivery models, progress so far, accountability frameworks, and approaches to effective engagement with the voluntary sector and local populations.

Self-managed care & community services
Strategies to support more active participation in patients’ self-managed care were considered, including addressing disparities in access to health information and understanding of services. With the first wave of neighbourhood health service sites announced, delegates discussed key considerations for rollout, including ways forward for ensuring that communities have a role in design and service delivery, alongside how local innovations can be balanced with system-wide learning.

Discussion looked at how additional funding might be directed towards community infrastructure and trusted local services, priorities for high‑need areas such as diagnostic hubs and health agents, and innovative resource allocation to better target prevention efforts. Long‑term funding and planning cycles were examined, looking at how these align with wider social policy, including welfare reform, and the case for a national strategy on health inequalities.

Overview of areas for discussion

• health inequalities strategy:
  
  • assessing measures in the 10-Year Health Plan - clarity for stakeholders - key considerations for implementation
  • options for focused policy alongside broader NHS reform - role of national targets in narrowing the healthy life expectancy gap
  • next steps for the rollout of neighbourhood health services - priorities for delivery, accountability and knowledge-sharing
• funding:
  
  • outcomes from the 2025 Spending Review - allocation of the NHS funding uplift towards health equity
  • targeting investment on prevention, early intervention, and locally accessible services - reflecting regional and demographic health needs
• accountability:
  
  • responsibilities for tackling health inequalities following changes affecting NHS England - local accountability
  • monitoring integrated care system progress and performance - options for stronger oversight of local strategies and outcomes
• community-based care:
  
  • infrastructure needed to expand services in high-need areas - best practice for diagnostic hubs and community health agents in deprived communities
  • provision of support and building trusted relationships with underserved areas
  • addressing inequalities in access to resources to understand and manage their conditions
• partnerships:
  
  • improving joint working between NHS bodies, local authorities and the third sector to address inequality - coordination of health, housing, education and employment support
  • fostering community involvement in planning and delivery
• access to services:
  
  • strategic options for tackling longstanding inequalities in rural, coastal, and urban areas - opportunities for digital tools, patient transport and outreach improve access
  • learning from best practice on care models that can effectively support marginalised groups
  • next steps for the NHS App in giving patients greater control over their care
• data and evidence:
  
  • use of innovation, including AI, in data systems to identify and address disparities - growing the effective use of local and national datasets
  • latest developments in assessment tools and tackling bias
• long-term planning:
  
  • strategies for building a health system that can support prevention-focused infrastructure into the future
  • strengthening place-based capacity in areas with poorer health outcomes - developing a whole-government approach to prevention

All delegates wereable to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include parliamentary pass-holders from the House of Commons and officials from the Department of Health and Social Care; HM Prison and Probation Service; Active Travel England; the Welsh Government; and The Scottish Government.

This conference examined next steps for elective recovery and waiting time reform in England, assessing ongoing developments in elective care policy and the new 10-Year Health Plan, as well as priorities for service delivery, funding mechanisms, and patient outcomes.

Policy, funding, Elective Care Reform plan & 10-Year Health Plan
It brought together key stakeholders and policymakers to discuss the Government’s aim of ensuring 92% of patients receive care within 18 weeks by March 2029. Delegates assessed what will be needed from policy and its implementation if this is to be achievable, along with implications for stakeholders, including Integrated Care Boards, NHS trusts, the independent sector, and patients. We also expected a focus on how the 3% real terms growth in NHS day-to-day spending in the Government’s Spending Review 2025 can be allocated to support reaching this target.

Discussion focused on the three key shifts of prevention, digital and community-based care, as outlined in the new 10-Year Health Plan, and opportunities and challenges for the shifts to relieve elective recovery pressures and improve productivity in the short-term, whilst also building a preventative and sustainable long-term model. Following the launch of NHS league tables ranking trusts according to performance, it was an opportunity to examine priorities for accountability, next steps for delivering support where most needed, what greater autonomy for top-performing trusts can look like, as well as priorities for ensuring that collaboration between neighbouring organisations continues to be incentivised.

The agenda included a focus on practical issues for implementation of NHS England and the Department of Health and Social Care’s Reforming Elective Care for Patients plan, looking at workforce planning, system-wide coordination and priorities for patients. Delegates discussed how to address strategic challenges for sustaining the plan into the future and to adapt to future healthcare demands, including long-term funding, putting in place workforce capacity, and innovation in service delivery models. They also considered what can be learned from previous elective recovery programmes.

Taking place amidst a wider period of reform for the NHS, it was also an opportunity to look at how best to coordinate initiatives for addressing elective recovery, in the context of the recently published 10-Year Health Plan and Life Sciences Sector Plan, and expected National Cancer Plan. We expected discussion to reflect questions about the potential impact of the Government’s plans to merge the functions of NHS England into the Department of Health and Social Care, and implications for accountability and driving national improvement in elective recovery.

Integrated Care Boards, skills & leadership
Delegates considered the role of Integrated Care Boards as strategic commissioners in decision-making and resource allocation. Areas for discussion included strategies for addressing workforce shortages, advancing skills development, securing funding and sustained investment.

Sessions in the agenda assessed priorities and best practice for effective local leadership and its role in meeting elective recovery targets, including the impact of new performance-based pay structure for senior NHS leaders. Attendees also considered how to address concerns over the impact of the proposed consolidation of Integrated Care Boards and 50% reduction in their running costs on the delivery of elective care and waiting times for patients.

Independent sector involvement, implementation & patient engagement
Key aspects of the NHS and Independent Sector Partnership Agreement from January 2025 were examined, including how its stated aims to align digital systems around national interoperability standards, expand and sustain the elective workforce, and establish longer-term commissioning arrangements might be taken forward. Delegates also considered financial implications associated with the increased use of the independent sector, including long-term sustainability and value for money, and how Integrated Care Boards might be expected to monitor this.

Further discussion considered opportunities for improving awareness, communication and information for patients around patient choice and options, including the independent sector, as well as the future for the independent sector’s involvement in local commissioning and planning for elective care.

Patient-centred care, regional disparities & use of technology
With elective reform policy focused around empowering patients, discussion focused on expansion of the NHS App and Manage Your Referral as part of the 10-Year Health Plan, with tools such as My Specialist allowing patients to self-refer to specialist care. Expansion of patient-initiated initiatives such as Proactive & Accessible Transformation of Healthcare by Guy’s and St Thomas’ NHS Foundation Trust was explored.

Procurement of a new system for all NHS providers to monitor patients as part of the 10-Year Health Plan was discussed, looking at priorities for development and implementation of a single, virtual ward system across the NHS.

Discussion also considered approaches to tackling regional disparities in waiting times and next steps for implementation, including the new patient choice charter, aiming to ensure patients have greater choices for their elective care. Opportunities to enhance existing improvement programmes were reviewed, including local patient transport initiatives and other alternatives beyond those outlined in current plans. Attendees also discussed priorities for improving equitable access and provision across patient groups, including strategies for addressing potential digital exclusion linked to increased technology use within the NHS.

Sessions examined approaches to delivering patient-centred perioperative care throughout the care pathway, with a focus on improving pre-operative support and communication for those awaiting treatment. Delegates also considered the development of minimum standards for elective care, due to be published by NHS England in September 2025.

Surgical hubs, community diagnostic centres & rolling out innovation
Further sessions examined priorities for the expansion and creation of new surgical hubs and community diagnostic centres. Strategies such as the expanded use of robotic assistance were also assessed, as well as the impact on increasing capacity, with NHS England recently announcing aims for half a million operations to be supported by robotics every year by 2035.

The rollout of neighbourhood health centres - a key component of the 10-Year Health Plan - and their role in providing elective care was explored, with a focus on the Government’s ambition to phase out the current hospital outpatient model by 2035. We also expected further discussion on deployment of specific approaches and priorities for their implementation, including one-stop clinics, super clinics and group appointments.

Funding announced in the Spending Review 2025 for NHS technology and digital transformation by 2028‑29 was discussed, as well as strategies for improving efficiency through digital and artificial intelligence innovation, including the development of single patient records and wider digital tools to enhance patient management and streamline service delivery. Delegates discussed the investment, digital transformation and skills required to prepare the NHS to utilise artificial intelligence to tackle waiting lists and deliver efficiencies in elective recovery.

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from the Cabinet Office; Department of Health and Social Care; Department of Health, NI; National Audit Office; National Infrastructure and Service Transformation Authority; Department of Health, ROI; the Welsh Government; and The Scottish Government.

This conference discussed priorities and next steps for the UK life sciences industry. It was an opportunity to discuss proposals announced in the Industrial Strategy and the recently published Life Sciences Sector Plan, and implications of the Government’s focus on boosting the economy through development of life sciences in the UK.

Policy, funding & implementation
It brought together stakeholders and policymakers to discuss the potential impact of measures in the 2025 Spending Review, including annual increases in funding of £29bn for the NHS and £22.6bn for science and technology over the review period. Delegates looked at priorities for how this is targeted and practical steps for the life sciences sector in responding to these developments and supporting their effective implementation.

Delegates examined the recently published Life Sciences Sector Plan, and the three focus areas it sets out towards enabling world-class research and development - making the UK a place to set-up and invest, and driving health innovation and NHS reform. We expected discussion to assess key factors for enabling delivery of the Plan’s ambitions, and whether proposals go far enough in addressing concerns about underinvestment in innovative medicines and the relatively slow uptake of new treatments in the UK. 

Areas for consideration included payment structures, access to capital for scale-up - looking at the recently announced Life Sciences Transformational R&D Investment Fund Pilot - and the role of regulatory reform in reducing friction and delay. Discussion was also expected on the sequencing and clarity of implementation milestones, alongside the current policy timetable, and the case for more stable and long-term funding models to support growth in biotech.

Work with the NHS, regulatory developments & updating technology
The 10-Year Health Plan was also discussed, as well as frameworks for the life sciences sector, working in partnership with the NHS to support innovation, preventative healthcare approaches, and their delivery in the community. Delegates assessed recently announced initiatives, including the National Health Data Research Service and wider opportunities to support access to novel treatments, such as increased use of genomics within the NHS and the adoption of wearable technology by 2035. Further discussion included the impact of recently announced innovator passports due to be rolled-out over the next two years on streamlining procurement and patient access to innovation within the NHS.

Priorities for addressing regulatory barriers for the industry were considered, particularly the new Medicines and Healthcare products Regulatory Agency Clinical Trial Framework and enhanced collaboration between the National Institute for Health and Care Excellence and Medicines and Healthcare products Regulatory Agency in the approval pathway, aiming to expedite trial approval and encourage innovative trial designs.

Sessions also explored further developments for the National Institute for Health and Care Excellence and the life sciences industry, including the expansion of the National Institute for Health and Care Excellence’s technology appraisal process by April 2026 and new role in removing outdated technology in the NHS. We expected discussion on priorities for the Regulatory Innovation Office, launched in October 2024, and initiatives currently in development, such as regulatory sandboxes and a unified digital regulatory library to streamline approval pathways in areas, including artificial intelligence in healthcare and engineering biology.

Medicine pricing
The agenda also included a focus on approaches to medicine pricing, including concerns raised surrounding the current Voluntary Scheme for Branded Medicines Pricing, Access and Growth, which is currently under review. We expected discussion on the future of the scheme, including scope for a tiered structure aligned with international comparators, with specific consideration for supporting smaller companies, and the balance between pricing predictability, commercial viability and NHS affordability.

International relationships, investment & inclusive sector growth
Positioning the UK as a globally competitive location for life sciences investment was considered, following pharmaceutical companies announcing plans to withdraw investment from the UK. Areas for discussion included key priorities for attracting both domestic and international investment, policy measures to support growth and competitiveness, and infrastructure priorities.

Delegates discussed the focus on city regions and clusters in the Industrial Strategy, looking at priorities for developing and enhancing life sciences clusters across the UK. We expected discussion on opportunities for leveraging regional strengths, collaboration and innovation ecosystems - such as the Oxford-Cambridge corridor and other research hubs - to improve commercialisation of research.  

Strategies for spreading innovation beyond the Golden Triangle were discussed, including the infrastructure needed to address shortages in areas of high demand, and strengthening collaboration between the public and private sectors. Discussion included proposals for a standardised founder-track model to support university spin-outs, along with options for expanding proof-of-concept funding to help scale innovation in emerging regional centres.

Workforce development
The agenda brought out latest thinking on strategies to expand the life sciences workforce, including key issues in the Life Sciences 2035: Developing the Skills for Future Growth report, which highlighted a skilled workforce demand of 145,000 employees by 2035. Attendees assessed initiatives for enhancing the long-term talent pipeline through opportunities such as apprenticeships, priorities for science, technology, engineering and maths education and addressing barriers to attracting and recruiting highly skilled international talent. We expected discussion on aligning visa policy with sector needs, and on developing apprenticeship frameworks that reflect particular skills requirements of the life sciences sector.

Environmental sustainability, clinical trials & research
Further sessions looked at initiatives and best practice for improving the environmental performance of the life sciences industry, and the future for integrating sustainability into all stages of research and development. Discussion centred on applying a circular approach to medical products in the NHS and wider strategies for sustainable procurement practice.

Attendees focused on options for enhancing clinical trial activity in the UK - particularly early-stage trials - including strategies and best practice for increasing participant recruitment into clinical studies, and supporting greater inclusivity through community engagement in trial design. Wider opportunities for expanding clinical research capacity within the NHS were also considered.

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from the Department of Health and Social Care; Department for Science, Innovation and Technology; Department for Business and Trade; Department of Health, NI; Ministry of Housing, Communities and Local Government; Office for Life Sciences; Medicines and Healthcare products Regulatory Agency; House of Commons Library; the Welsh Government; and The Scottish Government.

This conference examined priorities for medicine regulation in the UK.

Policy, regulation & funding
It brought together stakeholders and policymakers to discuss the way forward following the UK’s Modern Industrial Strategy and what will be needed to reduce regulatory burdens and speed up innovation. Delegates examined the recently published Life Sciences Sector Plan, including next steps for streamlining and flexibility in the regulatory framework with accelerated medicine approval processes, supporting innovative therapies and increasing alignment with international standards, as well as improving adoption and procurement.

The proposed development of a new Health Data Research Service was discussed - which will encompass population genomic, diagnostic, and clinical data - including practicalities for using the service to attract global clinical trials and investment, while maintaining robust privacy and cybersecurity methods. There was also discussion on ways forward for the service to support real-world evidence generation and aid regulators with better-informed decision-making.

Implications of key measures in the 10-Year Health Plan were also examined, including speeding up UK clinical trials, and the move of the NHS from analogue to digital, and from a focus on sickness to prevention. Latest thinking on the plan’s announcement of a new regulatory framework for medical devices and a new joint process was also considered - due to be launched by the Medicines and Healthcare products Regulatory Agency and National Institute for Health and Care Excellence, which will aim to speed up decision-making - alongside key considerations in light of forthcoming changes which will give the National Institute for Health and Care Excellence power to remove outdated technologies and therapies from the NHS. We also expected discussion on the 2025 Spending Review, and options for targeting planned investment of up to £10bn in NHS technology and transformation, alongside £9.8bn for research and development for the Department of Health and Social Care.

New guidance, personalised therapies & delivery
It was an opportunity to consider preparations for streamlining the transition to reformed clinical trial regulations coming into force in April 2026, so as to accelerate access to innovative treatments whilst maintaining patient safety. Sessions examined proposed Medicines and Healthcare products Regulatory Agency guidance to support regulation of new personalised cancer therapies, as well as next steps for expanding guidance to cover a wider range of highly personalised therapies, including for rare diseases.

Discussion included priorities for preparing the NHS to deploy new personalised therapies, diagnostics, and supporting care pathways. Areas for discussion included issues around cost-effectiveness, clinical guideline development, and streamlined commissioning processes.  

Following implementation of new post-market surveillance requirements for medical devices, delegates assessed priorities and practicalities for adopting a new comprehensive post-market surveillance system, plans to align safety measures with international best practice, and enhancing incident traceability.

Priorities for implementation of the updated integrated Innovative Licensing and Access Pathway were discussed, and practical considerations for supporting rapid development of medicines through streamlining planning processes. Delegates also assessed ways forward for increasing early engagement opportunities for developers to ensure that medicines and technologies align with NHS needs, as well as priorities for supporting developers to bring products to market in the UK as some pharmaceutical companies have recently removed planned investment in the UK.

In light of reports that all newborns in England will undergo whole genome sequencing within 10 years, delegates looked at ways in which the regulatory system could evolve to support a wider preventative agenda, including approaches to tackling additional regulatory challenges presented by earlier intervention, such as barriers to data collection.

Innovation, public trust & patient safety
Delegates also assessed priorities for emerging technologies, including ways forward for regulating artificial intelligence-powered medical devices, as the Medicines and Healthcare products Regulatory Agency’s pilot artificial intelligence Airlock scheme is trialled, as well as for the Regulatory Innovation Office. Key considerations for the introduction of new innovator passports, which allows new technology already assessed by one NHS organisation to be easily rolled out to others, were also examined, alongside the new rules-based pathway for MedTech, aiming to expand the National Institute for Health and Care Excellence’s technology appraisal process to cover certain devices, diagnostics and digital products. Sessions looked at priorities for collaborative partnerships in driving regulatory innovation, including next steps for the seven Centres of Excellence for Regulatory Science and Innovation, as well as the future for strategic government partnerships as the new Moderna Innovation and Technology Centre opens for work on new mRNA vaccines.

The agenda brought out latest thinking on patient safety and pharmacovigilance, including proposals for strengthened safety mechanisms, such as notification requirements for incidents, and preventative and corrective actions following initial UK approval. It was also an opportunity to discuss best practice in using artificial intelligence to ensure patient safety, accountability, and options for countering misinformation and improving public trust in medicine safety, particularly in a prevention-oriented health model.

We expected further discussion on options and practicalities for regulators to use environmental data in decision-making to support the move towards a net zero NHS. Delegates discussed options for international alignment in medicine regulation, following the Medicine and Healthcare products Regulatory Agency’s designation as a World Healthcare Organisation-Listed Authority, as well as scope for effective cross-sector collaboration.

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include parliamentary pass-holders from both Houses of Parliament and officials from the Department of Health and Social Care; Department for Business and Trade; Department of Health, ROI; Medicines and Healthcare products Regulatory Agency; Government Legal Department; UK Health Security Agency; Office for Life Sciences; House of Commons Library; the Welsh Government; and The Scottish Government.

This conference discussed next steps for improving urgent and emergency care services in England.

Delegates discussed the way forward for addressing immediate and longstanding issues in light of a range of recent policy developments, including NHS England’s recently published Urgent and Emergency Care Plan 2025/26 26, which sets out plans to improve efficiency, flow and accountability of urgent and emergency care services, with targets for response, performance and adoption of the Federated Data Platform. It also followed the Government’s 10-Year Health Plan, and the 3% real-terms growth in NHS day-to-day spending announced in the 2025 Spending Review.

Targets, capacity & winter planning
Those attending examined updated targets for admission, transfer and discharge, alongside wider priorities and practicalities for easing the movement of patients through urgent and emergency care, and for improving efficiency, accountability, and support across services following publication of the NHS league tables. Sessions looked at the role of accident and emergency data-sharing at the hospital level in improving accountability and transparency. We expected discussion to reflect stakeholder concerns that targets could be more ambitious, that pressures on bed capacity remain unresolved, and that long-term funding and delivery plans will be needed to support change. Implementation of the Federated Data Platform and connected care records was discussed, alongside requirements and implementation of digital infrastructure to support care planning and system coordination ahead of winter.

Community delivery & care coordination
The agenda also looked at next steps for community and primary care services coordination to support prevention and reduce pressure on accident and emergency. Areas for discussion included neighbourhood health teams, the role of ambulance services, and developing shared decision-making. Delegates assessed the way forward for Same Day Emergency Care and Urgent Treatment Centres, and what will be needed in terms of their placement, clarity of purpose and accessibility to support system aims. Public awareness and education was considered, including strategies to improve health literacy and reduce unnecessary demand.

Patient-centred care & workforce capacity
Further sessions examined the delivery of more patient-centred care, including new trial payments for patient choice, the use of care plans for high-risk groups, and how access and support can be improved while patients wait for emergency treatment. Priorities for therapy and dietetic input for frail inpatients were considered, alongside options for preventive models, such as flu vaccination and health checks. Discussion also focused on workforce capacity, training and career pathways, as well as system alignment to support safe workloads - with the Government recently announcing a new graduate guarantee scheme to boost job opportunities for nurses and midwives. Issues in mental health and social care were also addressed, including the role of residential care, early intervention, and integration of physical and mental health needs.

NHS App, records & patient confidence
Delegates assessed the way forward for digital transformation, including the future role of the NHS App in booking, triage and reducing waiting times, and challenges of uptake among patients with limited digital access. Issues around usability, confidence, and demand on services were also explored. Further sessions examined virtual care, the expansion of shared records, and priorities for investment, workforce training and system interoperability, alongside stakeholder concerns about safety, data quality and public trust.

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include parliamentary pass-holders from the House of Lords and officials from the Department of Health and Social Care; Medicines and Healthcare products Regulatory Agency; National Audit Office; National Infrastructure and Service Transformation Authority; and the Welsh Government.

This conference examined the future for adult social care reform in England.

It brought stakeholders and policymakers together to discuss priorities for the recently launched Independent commission into adult social care led by Baroness Louise Casey, as the Commission begins work on its first-phase report on implementation of a national care service, for publication next year.

It was an opportunity to consider next steps for improving adult social care provision, following the Spending Review 2025 announcement of an additional £4bn in funding by 2028-29 - including an uplift to the NHS’s minimum contribution to adult social care through the Better Care Fund. Delegates examined how this funding can support improved integration, address workforce pressures, and respond to concerns about reliance on council tax rises to fund care locally.

The agenda brought out latest thinking on key issues facing the sector, those working in it and those who depend on its services - looking at ways forward for creating a sustainable, long-term plan for social care alongside practical, short-term steps for easing pressures on the system.

Focus areas included workforce priorities as the Government proposes to end international recruitment of care workers, approaches for social care within the wider shift toward prevention and community care, with discussion on funding and resources, and how best to utilise innovation and digital skills.

Implementing a National Care Service
Discussion examined opportunities to build cross-party and stakeholder consensus on the way forward, and prospects for the creation of an NCS.

With some stakeholders expressing concerns regarding the review’s timescale, there was discussion on options for accelerating the process, including interim measures to address immediate pressures as suggested by care providers and local authorities concerned about the impact of prolonged reform timelines.

There was also consideration of what can be learned and built upon from previous proposals for social care reform in ensuring a fair and affordable system, including calls for a more localised approach to service delivery and the need for clear definitions of the NCS’s role and scope.

Care workforce recruitment, government policy and supporting unpaid carers
Further sessions focused on workforce support and development, alongside recruitment and retention in the context of the recently published Immigration White Paper proposing to end international recruitment of care workers.

Those attending looked at new strategic directions for attracting and maintaining staff, amidst concerns that proposals will compound existing staff shortages in the sector, including the potential impact on service continuity as highlighted by providers anticipating significant staff losses. Options for building upon the Fair Pay Agreement were considered, including tackling issues around esteem, career progression and recognition, while addressing immediate pressures related to low pay and poor working conditions that have been cited as primary drivers of workforce shortages.

The conference also looked at priorities for supporting unpaid carers, looking at both short-term options and how a reformed social care system might address issues such as the mental and physical wellbeing of carers, as well as pressure on finances, challenges around the Carer’s Allowance system, and access to respite and support networks. We expected discussion on stakeholder calls for more predictable support frameworks and financial stability to reduce the financial burden on unpaid carers.

Preventative model
Priorities and practicalities for moving toward a preventative model of care was also examined, drawing on key themes in the Health and Social Care Committee’s Adult Social Care Reform: The Cost of Inaction inquiry, including the need for better workforce retention, long-term funding stability, earlier intervention, and improved integration with health services, alongside proposals such as a sector-wide Fair Pay Agreement and regular assessments of unmet care needs.

The discussion also reflected concerns raised by stakeholders about the need for more consistent integration of services for working-age adults with disabilities, with these service users representing a significant proportion of social care demand. They also looked at strategies for achieving earlier detection and management of conditions for older and vulnerable patients, including those with multiple conditions, and supporting wellbeing and the ability to remain independent for longer.

Finance
Priorities for social care resources were discussed, including possibilities for the provision of multi-year funding, as suggested in Care England’s Sector Pulse Check 2024 Report, as well as ways forward for supporting care providers following the increase in employer National Insurance contributions. 

Innovation, data and safeguards
Further areas for discussion included moving toward a model of joined-up care, including the role of technology and strategies for enabling health and care staff to access real-time data, next steps as the Government plans to develop a shared digital platform, and potential options to support care workers in delivering further health interventions. This included consideration of stakeholder priorities relating to transparent data governance and the need for robust safeguards to protect service users and their families.

Delegates looked at the way forward for setting national standards and guidance to enable the safe deployment of existing and emerging technologies to enhance care, as well as training needed to support safe use of technology across care settings. We also expected discussion on how to avoid over-reliance on technology as a substitute for personal care, as raised by several care providers.

Overall, areas for discussion included:

• short and long-term priorities for adult social care:
  
  • opportunities to build on existing visions for the creation of a fair and affordable social care system
  • building on lessons learned from previous reform strategies as the Independent Commission into Adult Social Care begins its work - addressing immediate pressures facing the sector
• moving toward a model of joined-up care:
  
  • examining priorities and next steps as the Government plans to develop a shared digital platform to enable health and care staff to access real-time data
  • supporting the shift toward prevention and community care - opportunities for more health interventions to be carried out by care workers
  • the role of the Better Care Fund 2025-26 - supporting local services to meet the care needs of local populations - personalised care delivery and supporting independence
• funding priorities:
  
  • strategies for maximising the increase of £4bn of funding by 2028-29 announced in the Spending Review
  • assessing strategies for delivering funding stability, including proposals for multi-year funding
  • what is needed to support care providers following the increase in employer National Insurance contributions
• supporting the wellbeing and development of the workforce:
  
  • options for building upon the Fair Pay Agreement, and providing opportunities for upskilling and recognition
  • next steps for supporting and valuing the contribution of unpaid carers - next steps for tackling workforce exploitation
  • assessing implications of the Government’s proposals to end overseas recruitment for care workers
• driving innovation:
  
  • priorities for national standards to enable the safe use of existing and emerging technologies - improving digital skills
  • putting the care workforce, service users and families at the centre of innovation

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include parliamentary pass-holders from the House of Lords and officials from CQC; DHSC; MHCLG; NAO; HMPPS; and GLD.

This conference examined next steps for the development and use of patient data in England.

The agenda brought out latest thinking, best practice and key issues for establishing a single patient record and expanding access for research, as well as practical considerations for NHS trusts and integrated care boards in adopting and integrating new platforms.

Supporting access to patient data
It was an opportunity for key stakeholders and policymakers to discuss implications of recent policy announcements, including the launch of the new Health Data Research Service, a joint initiative between the Government and the Wellcome Trust, aimed at establishing a secure national access point for health data, and supporting R&D across the life sciences sector.

Delegates also discussed implications of the ambition to move forward with the Federated Data Platform, following ministerial calls for all NHS trusts to adopt the system by 2026, alongside measures in the Data (Use and Access) Act 2025 aiming to boost the secure use of data. We also expected discussion on allocation and use of the £10bn funding announced in the Spending Review 2025 towards technology and digital transformation within the NHS.

Utilisation and clinical research
Sessions considered priorities for the effective use of large-scale datasets to improve clinical research and population health strategies, and for translating findings into benefits for frontline care. Delegates considered the role of the new Health Data Research Service in addressing longstanding concerns around duplication, data silos and excessive bureaucracy to speed-up research and foster collaboration.

Key considerations for delivering a single patient record were examined, looking at the way forward for consolidating fragmented records under patient passports and the NHS App to improve care pathways and patient safety.

Legal and governance issues
Further sessions explored concerns around the lawful basis for the processing of personal confidential data under the Federated Data Platform and potential implications of the National Data Opt-Out regime. Practical and ethical questions arising from the rollout of the FDP were discussed, including compatibility with existing local systems, implications for the workforce, and concerns around transparency and the use of proprietary technologies.

Attendees discussed governance and responsibilities associated with data use going forward - taking into account the planned consolidation of NHS England’s functions within the Department of Health and Social Care - with a focus on options for maintaining public trust through transparency, oversight and patient control mechanisms. This came as NHS England has recently paused work on the Foresight AI project following concerns raised by the BMA and RCGP regarding whether GP data used to develop the AI model was shared in line with patients’ expectations and governance processes.

Driving patient understanding and inclusivity
Concerns around inclusion and equitable access were also discussed, considering strategies to improve accessibility for groups at risk of digital exclusion. Discussion was expected on how rollout of systems such as the NHS App can best support all patients to understand and manage their own care.

Digital infrastructure
The conference also brought out stakeholder perspectives on commercial partnerships and the role of private sector platforms in health data infrastructure, including issues around accountability, procurement, and standards for public benefit from research access and innovation.

Overall areas for discussion included:

• policy: Data (Use and Access) Act 2025 implementation - implications for lawful health data processing - legal clarity on use of personal confidential data - expanded opt-out provisions
• strategy: FDP rollout - adoption across NHS trusts and ICBs - interoperability with existing systems locally - technical capacity and system readiness issues - procurement transparency and oversight
• data: options for assigning data controllership - clarity on roles amid structural changes to NHS England - implications for governance and legal direction - patient rights and clarity on data use
• public trust: transparency and accountability in health data partnerships - addressing concerns over commercial influence and proprietary technology - patient confidence in data-sharing initiatives
• access: mitigating risks of exclusion in wider NHS App usage - healthcare communication - service delivery standards - equitable benefit from digital health reform
• tech implementation:
  
  • compatibility and interoperability with local legacy systems - managing transition from bespoke local tools to centralised platforms
  • FDP integration with widely-used analytical tools such as Power BI and Tableau - staff support and training, and priorities for retention of core skills
• R&I: secure access to large datasets for public health and clinical research - supporting faster trials and improved evidence to support care - meeting researcher needs
• GP data:
  
  • clarity on the use of patient information from general practice within local FDP systems - implications for legal compliance and public confidence
  • ensuring data-sharing agreements are in place, understood and adhered to - improving public messaging on how data is handled
• ethical frameworks: supporting innovation alongside privacy and consent - safeguards in patient passport proposals - algorithm-driven decision-making - oversight of AI use in healthcare
• long-term priorities:
  
  • strategies for record consolidation - planning and developing best practice for moving to a single patient record
  • streamlining data capture across care settings - coordination with 10-year digital strategy goals - putting in place infrastructure fit for the long-term and designed with the user in mind

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from DSIT; DHSC; DBT; DWP; MHCLG; MHRA; NAO; UKHSA; DoH, NI; DoH, ROI; MOJ; HSE; ICO; HMPPS; OLS; UKHSA; the Welsh Government; and The Scottish Government.

This conference examined priorities for the NHS estate and next steps for the development of hospitals in England. 

It brought together stakeholders and policymakers to discuss next steps for the recently reviewed New Hospital Programme, priorities for modernising and managing maintenance backlogs in the NHS estate, as well as the future outlook for the NHS estate and latest thinking on it’s role in delivering the shift from hospital to community as part of the wider 10-Year Health Plan.

Design and implementation of the New Hospital Programme
Following the announcement of a three-wave implementation plan for the New Hospital Programme, delegates discussed practical steps for meeting the needs of patients and staff within hospital design, such as ensuring safety, and supporting accessibility. Areas for discussion also included managing capacity and the healthcare needs of an ageing population, adaptability to emergency surge capacity and infection control, integration of new technology, and the wellbeing of those entering the hospital environment.

The conference also explored strategies for streamlining delivery, accelerating construction, and embedding sustainability into modernisation. Standardisation and the Hospital 2.0 template were also considered, as designs are currently being developed, as well as future utilisation of space within NHS estates in line with increasing use of remote consultations and virtual wards.

For hospitals approved for later waves of the New Hospital Programme, it was an opportunity to discuss strategies for the management and maintenance of their current estate, shaping the future of their estate and meeting the patient needs of their population, as well as navigating the acquirement of land for new hospital sites and working with local authorities on community development.

Finances, strategic commissioning and wider NHS reform
Stakeholders and policymakers discussed the future for funding, including priorities for targeting of capital investment, as well as approaches to raising NHS capital funding. It was also an opportunity to examine frameworks for partnerships with the private sector and reforms to the capital departmental expenditure limit.

With a key focus of NHS reform being improving productivity and efficiency, discussion explored the role of the NHS estate in relation these aims, including consolidation of sites and portfolios, managing energy efficiency projects and maintenance backlogs with constrained budgets, and the future for bodies such as NHS property services.

As more autonomy and funding is directed to local systems, sessions considered priorities for strategic commissioning at the local level, opportunities for more localised estates strategy, flexibility and adaptability, and the role of integrated care systems in planning services to meet local need.

It was also an opportunity to discuss the future for cross-sector collaboration in estates planning and developing governance and planning frameworks for co-located healthcare services.

Modernising and developing a more energy-efficient estate
We expected discussion to reflect issues emerging from the Government’s forthcoming 10-Year Health Plan, with its proposals for a digitally modernised and more energy-efficient estate, as well as plans for a shift to more care in community settings.

The way forward for enabling care closer to home was discussed, in the context of wider policy on healthcare including development of Health on the High Street initiatives, looking at models for local health hubs, working with local authorities to utilise empty spaces on the high street and the potential for the NHS estate to cater to the diverse needs of staff and patients in different areas. Delegates also reviewed strategies for achieving net zero for primary and secondary care estates, as NHS trusts and ICBs refresh their green plans.

In assessing the way forward, we expected delegates to draw on findings from Lord Darzi’s Independent Investigation of the NHS in England, looking at opportunities for integration of digital infrastructure within the estate, improving efficiency, updating IT hardware and systems, and ensuring adequate facilities to accommodate and train staff. Latest thinking on tackling the maintenance backlog was also considered, with discussion on practicalities for accelerating construction, as well as next steps for ensuring the primary care estate is fit for purpose.

Overall, areas for discussion included:

• priorities for the New Hospital Programme: three-wave plan implementation - immediate and long-term funding - potential site locations - sustainability and Hospital 2.0 standardisation
• the 10-Year Health Plan: core proposals, and the shift to community-based care - key themes from recent consultations - achieving improvements to productivity and enhanced care access
• funding: the proposed capital expenditure envelope - implications of new fiscal rules - public-private partnerships - implications of the capital departmental expenditure limit on NHS estates - priorities for channelling funding towards high-priority estate issues
• capital investment: balancing short-term funding priorities with long-term infrastructure needs - utilising third-party funding - trust-level capital investment and sustainable growth
• strategic estate planning: integrating digital infrastructure into both primary and secondary care settings - ICS-led digitisation - energy efficiency and net zero goals
• innovation: streamlining hospital construction - role of modular design within the New Hospital Programme - options for a national Hospital 2.0 template
• community care: models for local health hubs, including Health on the High Street initiatives - use of virtual wards to reduce acute hospital admissions - care delivery across rural and urban areas - the role of the estate in facilitating joined-up working at place level
• sustainability: reducing NHS emissions - coordinating strategy on net zero goals - addressing challenges, such as ownership and responsibilities in the primary care estate
• workforce: catering to healthcare staff needs in estate designs - minimising disruption over construction - improving productivity - engagement with staff on modernisation plans
• stakeholders: potential impact of estate modernisation on service users - engagement and consultation priorities - accountability and adaptability in implementation processes

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include parliamentary pass-holders from the House of Commons and officials from DHSC; DSIT; DBT; DfE; NAO; DoH, NI; and the Welsh Government.

This conference discussed next steps for diagnosis, care, and treatment of rare diseases in England.

Policy
It brought stakeholders and policymakers together to assess practical steps following the publication of DHSC’s England Rare Diseases Action Plan 2025. Areas for discussion included ways forward for encouraging rare disease research and medicine development, and improving the speed of diagnosis and equity in access to treatment.

Delegates considered what will be needed in the plan if it is to achieve its aims, including commitments to digitalise genomics for improved patient and clinical access, expand the NHS Genomic Networks of Excellence, and utilise existing medicines in new ways.

Clinical trials and regulation
Sessions assessed latest developments in improving the delivery of rare disease clinical trials, addressing longstanding challenges, and building a regulatory environment that supports innovation while prioritising patient safety.

Areas for discussion included new clinical trial regulations such as the Medicines for Human Use (Clinical Trials) (Amendment) Regulations 2024, which aims to foster a responsive innovation framework that supports a more proportionate and flexible approach to trial approvals and oversight, alongside measures to strengthen patient safety. There was also discussion on new guidance to support stakeholders through the regulation’s 12-month implementation period, and options to support the MHRA in tackling challenges in rare disease research, including the limited number of participants available for trials.

New treatments
Discussion examined the progress of the Rare Therapies Launch Pad in developing new pathways for bringing novel medicines to patients, particularly for children with life-threatening conditions.

They also assessed next steps for regulating highly personalised and individualised therapies. Following the Action Plan’s announcement that the Highly Personalised Medicines Expert Working Group will widen its remit, sessions considered what is needed to provide guidance on individualised genetic therapies. There was discussion on supporting NHS delivery of such treatments, including development of an operational framework for delivering n-of-1 gene therapies.

The agenda also examined priorities for simplifying how effective new treatments are assessed and adopted. Attendees evaluated the role of the NICE Highly Specialised Technologies (HST) programme, particularly in light of recent changes to routing criteria aimed at improving clarity and support for innovation in technologies where strong evidence is more challenging to gather.

Patient care pathways
Further discussion focused on how patient care can be improved and made more efficient, including incentivising the delivery of clinics for multi-system disorders that allow patients to see several specialists in one visit. Delegates also considered opportunities to support innovation in patient care. They assessed commissioning and clinical priorities as integrated care boards take on responsibility for specialised services from April 2025, and examine the longer-term future for specialised commissioning in the NHS.

Sessions looked at recent approaches to detection and diagnosis, such as the Generation Study pilot of whole genome sequencing in newborns.

Workforce, data and international alignment
The agenda included discussion on workforce training and raising awareness of rare conditions, alongside wider efforts to support early diagnosis and better outcomes for patients. Attendees considered opportunities for collaboration at national and international levels, including how data and expertise can be shared to drive research and innovation.

Overall areas for discussion included:

• policy: the Rare Diseases Action Plan 2025 - implementation of new multi-system clinics, regulatory support for clinical trials, and NHS readiness for individualised gene therapies
• regulation: proposed changes to NICE’s HST evaluation pathway - addressing potential treatment eligibility issues - assessing alternative options for cost-effectiveness alongside patient access
• workforce: addressing challenges in workforce capacity, funding, and patient access - training needs to increase awareness of rare conditions
• clinical trials:
  
  • impact of new clinical trial regulations - priorities for a flexible and innovation-friendly regulatory environment for clinical trials
  • addressing challenges in recruiting rare disease trial participants pathways for accelerated and safe approval of therapies
• individualised therapies: integration of n-of-1 gene therapies - addressing regulatory and operational challenges in delivering highly personalised treatments - long-term sustainability
• care coordination: expansion of multi-system disorder clinics - reducing appointment burdens on patients and families - achieving equitable access to specialist treatment and care
• early detection and diagnosis: whole genome sequencing in newborn screening - progress and next steps for delivering faster final diagnosis - integrating genomic data into routine care 
• accelerating R&I: incentives for rare disease medicine development - public-private collaboration in bringing novel treatments to market - centring patient experience and safety within research
• new treatments: incentivising delivery of clinics for multi-system disorders - NICE’s HST programme for evaluating rare disease treatments - developing an operational framework for n-of-1 gene therapies 
• international collaboration: improving data and expertise-sharing with global partners - learning from best practice - opportunities for alignment of regulatory frameworks for rare disease therapies

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from the Cabinet Office; DHSC; Defra; DBT; MHRA; POST; and HoC Library.

This conference focused on priorities for the forthcoming 10-Year Health Plan, with the Government considering its response to public consultation on the future of the NHS.

Taking place ahead of the Spending Review, with NHS England functions merging into the DHSC, and as the NHS commences its programme of elective care reform, the conference was a timely opportunity for policymakers and key stakeholders to discuss the proposed transition of the NHS into a community-based, technologically adept and preventively-focused health system that serves diverse patient needs.

It was also an opportunity to discuss DHSC’s recently issued mandate for the NHS, setting out key objectives including tackling waiting times, improving emergency care and access to primary care, reforming the operating model, and improving efficiency. Delegates also considered the impact of the decision not to renew the pledge to establish women's health hubs in each region in 2025/26, alongside reductions in elective care targets.

Delegates assessed proposals for strengthening community and primary care services, and the integration of local health services, including practicalities for implementation. Areas for discussion included the local health infrastructure needed to facilitate changes in care delivery, what will be needed to enable the workforce to deliver preventative care and care in the community, strategies for funding and commissioning preventative health strategies going forward, and options for improving patient access to healthcare in the community.

The agenda included a focus on digital transformation in the NHS. It came with new digital healthcare targets announced in January 2025, including plans for enabling 70% of elective care appointments to be managed through the NHS App by March 2026. Delegates assessed the proposed simplification of patient medical records using the app, and priorities for innovation and for updating and standardising NHS technology systems to support adoption of new clinical approaches and increased productivity.

Further sessions looked at the proposed transition to a preventive model for health policy. Delegates considered the way forward for implementation, including how community-based care and technological innovation can be harnessed to predict and prevent illness, along with strategies for utilising data, screenings, diagnostics and population health methods to identify at-risk groups and support earlier diagnosis. It was also an opportunity to discuss the future for primary care and its workforce in delivering preventative healthcare, looking at funding models and the role of local health systems in helping tackle inequalities.

The agenda brought out latest thinking on alignment of the 10-Year Health Plan with other policy developments and commitments, including the development of a separate 10 year plan for social care, the launch of an independent commission for social care, a refresh to the NHS workforce plan, elective recovery reform and future public health interventions.

Overall, areas for discussion included:

• community:
  
  • priorities for a community-based healthcare model - delivering new neighbourhood health centres - organisational restructuring - workforce development to support community care
  • institutional safeguards - stakeholder views - opportunities to embed patient and staff views in the reform process
  • next steps for social care - prospects for an integrated programme of health and social care reform - plans for an independent commission on adult social care
  • funding and commissioning strategies - workforce requirements - healthcare infrastructure needs - patient accessibility to care
• digital:
  
  • strategies and best practice for integrating digital tools into health services - elective care reform and data - digital healthcare targets - opportunities for cutting waiting times
  • assessing next steps for technological innovation - allocation of capital funds - stakeholder consultation - drawing on technologies such as AI, machine learning and genomics
  • implementing single patient medical records via the NHS app - opportunities for community-based care with technological transformation - at-home monitoring - data security and privacy
  • priorities for NHS systems to adopt innovative methods - improving productivity
• prevention:
  
  • strategic steps for predicting and preventing illness - quantifying success and meeting targets
  • strategies for utilising data, screenings, diagnostics and population health methods to identify at-risk groups and support earlier diagnosis
  • future for primary care - workforce priorities to deliver preventative healthcare - funding models for prevention - embedding approaches to tackle inequalities
  • implications of the 10-Year Health Plan for current and forthcoming public health initiatives - future direction of public health interventions
  • strategies for fostering cross-sector collaboration on prevention - options for early intervention programmes

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include parliamentary pass-holders from the House of Lords; and officials from DHSC; DoH, NI; DoH, ROI; DWP; MHRA; HSE; GO-Science; NAO; OLS; UKHSA; DBT; DfE; HMPPS; HM Treasury; HoC Library; POST; Home Office; the Welsh Government; and The Scottish Government.

This conference focused on next steps for cancer prevention, diagnosis and treatment in England.

Stakeholders and policymakers assessed priorities for the Government’s recently announced National Cancer Plan, ahead of the 10-Year Health Plan. Taking place alongside wider discussion on the future of the NHS and with the Prime Minister recently announcing that NHS England will be abolished and its functions merged into the DHSC, the conference was a timely opportunity to discuss implications for cancer research, prevention and care in England during the consultation and development stage of the plan.

Delegates looked at next steps for cancer research, including strategic priorities for innovation in diagnostics and care and how it can best be applied as part of a national cancer strategy, as well as creating opportunities for improving NHS productivity.

Attendees also examined strategies for enhancing outcomes and improving patient experience for children and adolescents with cancer, following the reinstatement of the Children and Young People Cancer Taskforce. Discussion was expected on calls from leading charities for a separate cancer plan for children and young people, and how best to ensure their unique needs and challenges are reflected in the upcoming strategy and wider NHS reform.

With prevention highlighted as a key component to the Government’s plans for the NHS, sessions considered its place within cancer policy, including the way forward for screening technologies and implications of forthcoming public health legislation, such as the newly announced AI breast cancer screening trial. Delegates considered the way forward for expanding cancer screening programmes following calls from stakeholders, particularly in relation to prostate cancer and the National Screening Committee’s ongoing evidence review.

Further sessions explored ways to streamline cancer diagnosis and treatment pathways to reduce waiting times and improve outcomes. This included addressing regional disparities and building on the Government’s recent push for out-of-hours appointments, leading to 80,000 more patients receiving their diagnosis within 28 days between July and January. Delegates also assessed the expanded provision of community diagnostic centres outlined in the recently published plan for Reforming elective care for patients, alongside opportunities to leverage remote care and strategies to address workforce challenges.

With the previous 10-Year Cancer Plan call for evidence emphasising the importance of raising public awareness of cancer symptoms to promote earlier detection, discussion looked at strategies to improve the delivery of campaigns to reach all population groups and go beyond the most prevalent cancers.

Overall areas for discussion included:

• National Cancer Plan: alignment with ambitions of the 10 Year Health Plan - what will be needed to drive improvements in prevention, diagnosis, treatment, and patient outcomes
• prevention: strategic options and priorities - screening technologies, including the AI breast cancer screening trial - integrating prevention into long-term cancer care planning
• screening: growing capacity - expanding community diagnostic centres - ensuring accessibility, particularly in underserved areas - potential for genomics and biomarker testing
• health inequalities: assessing and tackling regional and socio-economic inequalities in cancer diagnosis and treatment - options for public health measures in narrowing outcome gaps
• treatment: expanding access - improving availability of cutting-edge therapies, including for rare cancers - funding and infrastructure challenges - consistent service quality across NHS trusts
• patient voice: supporting engagement - involvement in care decisions - public health education and awareness campaigns - empowering patients in navigating cancer care services
• children and young people: priorities for the reinstated Children and Young People Cancer Taskforce - treatment pathways for young patients - improving long-term survival and quality of life
• coordination: service integration - communication between primary, secondary, and specialist care - digital health records - streamlining patient pathways - long-term care management  
• workforce: strategies for supporting and developing those involved in cancer care - recruitment and retention - improving workforce planning, service delivery and patient outcomes
• AI and innovation: priorities in diagnosis and treatment - AI for screening, diagnostics, and personalised treatment - ethical considerations and data security - integrating AI-driven care models
• research: expanding trials and adoption of innovative therapies - alignment between research priorities and NHS capabilities - international collaboration and UK leadership

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from DHSC; DBT; Defra; DWP; MHRA; and OLS.

This conference looked at the future for the UK MedTech sector, including the way forward for innovation, improving market access, and accelerating adoption of new technologies within the NHS.

It brought stakeholders together with policymakers to assess what is needed to coordinate regulation, procurement and investment to streamline the introduction of MedTech into clinical use in ways that produce tangible benefits for patient outcomes. They explored approaches for supporting innovation and sector development, and more effective integration of new technology and treatments into NHS workflows.

Policy and government strategy
The agenda included discussion on progress and next steps in light of policy developments, including the forthcoming Life Sciences Strategy and updates to the Medical Devices Regulations coming in to force in June, alongside proposals for international product recognition and evolving MHRA guidance for AI and software-based devices. Sessions examined the way forward for improving regulatory clarity, as NHS England’s functions are brought under the DHSC.

Procurement and funding
The evolving approach to procurement was discussed. Delegates looked at implementation of value-based procurement, the NHS Innovation Ecosystem Programme and priorities for improving collaboration between industry, regulators and healthcare providers. Delegates considered issues around embedding VBP within NHS structures, in light of concerns that cost remains a dominant factor in purchasing decisions, despite policy commitments to prioritise system-wide value and patient outcomes. Further discussion was expected on development of the proposed passport model, and how procurement practice can better support improved accessibility and earlier diagnosis while ensuring high-quality care and value for money.

Delegates examined priorities for aligning regulatory, procurement and funding frameworks to enable investment and support scale-up, including the development of an integrated rules-based commissioning model. Attendees also considered the allocation of funding under the Life Sciences Innovative Manufacturing Fund, and implications of the National Procurement Policy Statement for procurement and commissioning support for SME innovation and market access.

Key enablers and the role of AI
Further sessions brought out latest thinking on supporting NHS-industry partnerships, improving local decision-making and investment in workforce capability, drawing on priorities identified in the NHS Innovation Ecosystem Programme. Delegates also discussed opportunities for the adoption of AI in diagnostics and patient care, in the context of the AI Opportunities in Healthcare: Action Plan, and consider what is needed in regulatory and procurement frameworks to support implementation and adoption of digital technologies and progress towards NHS net zero targets.

All delegates were able to contribute to the output of the conference, which will be shared with parliamentary, ministerial, departmental and regulatory offices, and more widely. This includes the full proceedings and additional articles submitted by delegates. As well as key stakeholders, those who attended include officials from DHSC; DSIT; DBT; MHRA; OLS; UKHSA; ICO; FCDO; and The Scottish Government.