{"id":10284,"date":"2025-10-09T12:59:02","date_gmt":"2025-10-09T11:59:02","guid":{"rendered":"https:\/\/www.gpsj.co.uk\/?p=10284"},"modified":"2025-10-09T13:01:34","modified_gmt":"2025-10-09T12:01:34","slug":"will-the-transformation-fund-deliver-the-change-our-nhs-needs-the-real-3-25-billion-question","status":"publish","type":"post","link":"https:\/\/www.gpsj.co.uk\/?p=10284","title":{"rendered":"Will the Transformation Fund deliver the change our NHS needs? The real \u00a33.25 billion question"},"content":{"rendered":"\n<p><em>By Erica Hodgson, Change Management Practice Director at <a href=\"https:\/\/www.differentis.com\/\">Differentis<\/a><\/em><\/p>\n\n\n\n<p>The NHS isn\u2019t broken because of who\u2019s been in charge.<\/p>\n\n\n\n<p>It\u2019s broken because of how it works and how change has been managed in the past.<\/p>\n\n\n\n<p>Earlier this year, the Government announced one of the biggest shake-ups in decades: abolishing NHS England and bringing the service back under the Department of Health and Social Care. Alongside this, a \u00a33.25 billion Transformation Fund and a 10-Year Health Plan promise leaner operations, digital-first care, and more joined-up services.<\/p>\n\n\n\n<p>On paper, it sounds ambitious. In reality, we\u2019ve seen this before.<\/p>\n\n\n\n<p>If you\u2019ve worked anywhere near the frontline, you\u2019ll know the issue isn\u2019t structure. It\u2019s the experience of trying to deliver care through broken systems, outdated processes, and exhausting workarounds. That\u2019s where transformation fails: not in vision, but in execution.<\/p>\n\n\n\n<p>As someone who helps NHS Trusts deliver change that sticks, I can say with certainty: transformation doesn\u2019t fail because of policy. It fails when it isn\u2019t built around people, process, and behaviour.<\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignright size-large is-resized\"><img loading=\"lazy\" decoding=\"async\" width=\"683\" height=\"1024\" src=\"https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/luke-jones-CEFYNiM9xLk-unsplash-683x1024.jpg\" alt=\"\" class=\"wp-image-10285\" style=\"width:190px;height:auto\" srcset=\"https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/luke-jones-CEFYNiM9xLk-unsplash-683x1024.jpg 683w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/luke-jones-CEFYNiM9xLk-unsplash-200x300.jpg 200w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/luke-jones-CEFYNiM9xLk-unsplash-768x1152.jpg 768w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/luke-jones-CEFYNiM9xLk-unsplash-1024x1536.jpg 1024w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/luke-jones-CEFYNiM9xLk-unsplash-1365x2048.jpg 1365w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/luke-jones-CEFYNiM9xLk-unsplash-100x150.jpg 100w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/luke-jones-CEFYNiM9xLk-unsplash-400x600.jpg 400w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/luke-jones-CEFYNiM9xLk-unsplash-scaled.jpg 1707w\" sizes=\"auto, (max-width: 683px) 100vw, 683px\" \/><\/figure>\n<\/div>\n\n\n<p>We don\u2019t need another top-down restructure. We need a ground-up redesign that tackles what really stops progress: poorly managed change, disjointed processes, and systems that make care harder, not easier.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><a><\/a><strong>The Government\u2019s reform and the real problems<\/strong><\/h2>\n\n\n\n<p>To make this transformation meaningful, we need to be honest about what\u2019s holding the NHS back. Without tackling deep-rooted inefficiencies and outdated infrastructure, this reform risks becoming another reorganisation without reform.<\/p>\n\n\n\n<p>As <a href=\"https:\/\/www.government-transformation.com\/transformation\/can-the-transformation-fund-be-a-springboard-for-sustainable-change\">Bev Wright, Head of UKI Public Sector at Adobe<\/a>, says: \u201cThe Transformation Fund is a welcome signal of intent to unlock productivity and capability benefits of AI, but without organising data and replacing legacy systems first, it risks not moving us forward.\u201d<\/p>\n\n\n\n<p><strong>The ambition vs reality:<\/strong><\/p>\n\n\n\n<p>What the Government says reform will achieve:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Reduce bureaucracy<\/li>\n\n\n\n<li>Centralise decision-making<\/li>\n\n\n\n<li>Streamline operations and funding<\/li>\n<\/ul>\n\n\n\n<p>What the Transformation Fund aims to deliver:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Reduce inefficiencies<\/li>\n\n\n\n<li>Drive transformation and reform<\/li>\n\n\n\n<li>Support a leaner, more cost-effective public sector<\/li>\n<\/ul>\n\n\n\n<p>But the reality remains complex. At an operational level, the NHS still faces:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Siloed data and fragmented digital systems<\/li>\n\n\n\n<li>Poor process design and lack of interoperability<\/li>\n\n\n\n<li>A culture that prioritises KPIs over patient experience<\/li>\n<\/ul>\n\n\n\n<p>The <a href=\"https:\/\/www.government-transformation.com\/download-state-digital-government-report\"><em>State of Digital Government Report<\/em><\/a> found that over half (50.4%) of public sector organisations spend more than 40% of their time and budget maintaining legacy systems \u2014 rising to 63% among arm\u2019s-length bodies. In the NHS, 42% of processes are still paper-based. These legacy systems don\u2019t just slow progress \u2014 they block it.<\/p>\n\n\n\n<p>The other risk? Running before walking.<\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignright size-large is-resized\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"683\" src=\"https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nappy-i8dHi584lFs-unsplash-1024x683.jpg\" alt=\"\" class=\"wp-image-10286\" style=\"width:231px;height:auto\" srcset=\"https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nappy-i8dHi584lFs-unsplash-1024x683.jpg 1024w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nappy-i8dHi584lFs-unsplash-300x200.jpg 300w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nappy-i8dHi584lFs-unsplash-768x512.jpg 768w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nappy-i8dHi584lFs-unsplash-1536x1024.jpg 1536w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nappy-i8dHi584lFs-unsplash-2048x1365.jpg 2048w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nappy-i8dHi584lFs-unsplash-150x100.jpg 150w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nappy-i8dHi584lFs-unsplash-400x267.jpg 400w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div>\n\n\n<p>AI has been positioned as a key pillar of the Transformation Fund, but without solid foundations, it could add burden rather than value. NHS Digital leaders remain cautious, and rightly so. Without strong governance, robust data infrastructure, and clear standards, AI could become another compliance headache rather than a catalyst for change.<\/p>\n\n\n\n<p>And while the 10-Year Health Plan promises neighbourhood health centres and digital-by-default pathways, these ambitions will fail without the right operational groundwork.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><a><\/a><strong>The risk of another \u2018reorganisation without reform\u2019<\/strong><\/h2>\n\n\n\n<p>Previous NHS reorganisations, however well-intentioned, have often increased complexity instead of reducing it. Layering new governance over broken systems simply shifts the problem, rather than solving it.<\/p>\n\n\n\n<p>Meanwhile, financial pressures are tightening. <a href=\"https:\/\/www.nhsconfed.org\/publications\/202526-nhs-priorities-and-operational-planning-guidance-what-you-need-know\">Trusts are expected to deliver 4% efficiency savings in 2025\/26<\/a> \u2014 almost double last year\u2019s target, and four times the NHS\u2019s historical productivity growth rate. This comes as real-terms funding growth sits closer to 2%\u200c once inflation and cost pressures are accounted for.<\/p>\n\n\n\n<p>These demands risk driving short-term cost-cutting rather than long-term reform. And with the dissolution of NHS England creating uncertainty around funding, many Trusts are left unsure how to progress digital projects or access new transformation resources.<\/p>\n\n\n\n<p>That\u2019s why the ability to control processes and maximise the use of existing funds has never been more important. Without clear safeguards, this reform risks deepening \u2014 not solving \u2014 the problems it aims to fix.<\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignleft size-large is-resized\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"683\" src=\"https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nicolas-j-leclercq-fbovpZ4GuLg-unsplash-1024x683.jpg\" alt=\"\" class=\"wp-image-10287\" style=\"width:309px;height:auto\" srcset=\"https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nicolas-j-leclercq-fbovpZ4GuLg-unsplash-1024x683.jpg 1024w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nicolas-j-leclercq-fbovpZ4GuLg-unsplash-300x200.jpg 300w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nicolas-j-leclercq-fbovpZ4GuLg-unsplash-768x512.jpg 768w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nicolas-j-leclercq-fbovpZ4GuLg-unsplash-1536x1024.jpg 1536w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nicolas-j-leclercq-fbovpZ4GuLg-unsplash-2048x1365.jpg 2048w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nicolas-j-leclercq-fbovpZ4GuLg-unsplash-150x100.jpg 150w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/nicolas-j-leclercq-fbovpZ4GuLg-unsplash-400x267.jpg 400w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div>\n\n\n<h2 class=\"wp-block-heading\"><a><\/a><strong>The five priorities the Government must get right<\/strong><\/h2>\n\n\n\n<p>If this is to be more than another missed opportunity, reform must go beyond governance. It must address how care is delivered, how systems connect, and how change is managed.<\/p>\n\n\n\n<p>Real transformation starts at the operational level and not the boardroom. Intelligent transformation is the key: designing systems and processes around people, powered by data, and driven by continuous improvement.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><a><\/a><strong>1. Follow the patient, not the process<\/strong><\/h3>\n\n\n\n<p>The system must be designed around the full patient journey, not organisational silos. Clinicians cannot treat what they cannot see.<\/p>\n\n\n\n<p>The 10-Year Health Plan promises to rebalance care around patients\u2019 lives. But that vision depends on interoperability: the ability for systems to speak the same language, ensuring information flows seamlessly across GP, hospital, and community care.<\/p>\n\n\n\n<p>At Nottingham University Hospitals, before rolling out electronic prescribing, we mapped every patient touchpoint \u2014 across wards, roles, and systems \u2014 to ensure digital tools matched real workflows. The result: fewer handover delays, better coordination, and safer prescribing.<\/p>\n\n\n\n<p>That\u2019s the difference between transformation that looks good on paper and transformation that works in practice.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><a><\/a><strong>2. Fix the way people work before you digitise it<\/strong><\/h3>\n\n\n\n<p>Technology should amplify what works. Not hard-code what doesn\u2019t.<\/p>\n\n\n\n<p>Too often, new digital systems are implemented without addressing process inefficiencies first. This is where <em>capability mapping<\/em> comes in: understanding how departments actually operate, identifying breakdowns, and using technology to solve real problems, not hide them.<\/p>\n\n\n\n<p>This approach prevents inefficiencies from being hard-wired into new systems. It ensures digital tools support \u2014 rather than disrupt \u2014 the way people work.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><a><\/a><strong>3. Stop draining staff to power broken systems<\/strong><\/h3>\n\n\n\n<p>NHS staff don\u2019t need resilience training. They need systems that work.<\/p>\n\n\n\n<p>Transformation fatigue sets in when change demands extra effort but delivers little improvement. Staff want to be part of the solution, not the testing ground for poorly designed systems.<\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignright size-large is-resized\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"683\" src=\"https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/centre-for-ageing-better-YzBSMukvJVY-unsplash-1024x683.jpg\" alt=\"\" class=\"wp-image-10288\" style=\"width:281px;height:auto\" srcset=\"https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/centre-for-ageing-better-YzBSMukvJVY-unsplash-1024x683.jpg 1024w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/centre-for-ageing-better-YzBSMukvJVY-unsplash-300x200.jpg 300w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/centre-for-ageing-better-YzBSMukvJVY-unsplash-768x512.jpg 768w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/centre-for-ageing-better-YzBSMukvJVY-unsplash-1536x1024.jpg 1536w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/centre-for-ageing-better-YzBSMukvJVY-unsplash-2048x1365.jpg 2048w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/centre-for-ageing-better-YzBSMukvJVY-unsplash-150x100.jpg 150w, https:\/\/www.gpsj.co.uk\/wp-content\/uploads\/2025\/10\/centre-for-ageing-better-YzBSMukvJVY-unsplash-400x267.jpg 400w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div>\n\n\n<p>True reform must be collaborative. That means continuous feedback, co-design, and empowering teams to own change rather than endure it.<\/p>\n\n\n\n<p>As we\u2019ve seen in our NHS projects, co-creation reduces friction, simplifies workflows, and returns time to care. Transformation should make work easier, not harder.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><a><\/a><strong>4. Trust the people closest to the patient<\/strong><\/h3>\n\n\n\n<p>Integrated Care Boards (ICBs) understand their communities \u2014 their needs, pressures, and digital maturity \u2014 better than any central body. They\u2019re not a risk to reform; they\u2019re the key to making it work.<\/p>\n\n\n\n<p>The Government should set national standards and direction but give local teams the freedom to adapt solutions to their context. The most successful transformation programmes are those that flex to local realities, not those dictated by one-size-fits-all models.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><a><\/a><strong>5. Redefine what \u2018good\u2019 looks like<\/strong><\/h3>\n\n\n\n<p>Dashboards don\u2019t save lives. Better decisions do.<\/p>\n\n\n\n<p>If the patient\u2019s journey feels seamless for the system but painful for them, the metrics are wrong. The NHS needs to measure what matters: faster recovery, earlier diagnosis, fewer delays, and higher confidence in care.<\/p>\n\n\n\n<p>Data should be actionable, not decorative. Every dataset should have purpose \u2014 who uses it, why it\u2019s needed, and how it improves care. Transformation isn\u2019t about collecting more data; it\u2019s about using it intelligently to create meaningful outcomes.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><a><\/a><strong>A once-in-a-generation opportunity<\/strong><\/h2>\n\n\n\n<p>This reform could be a defining moment for the NHS, but only if it tackles the operational challenges that sit beneath the headlines.<\/p>\n\n\n\n<p>We need to stop pushing transformation <em>onto<\/em> NHS staff and start building it <em>with<\/em> them. Real reform means designing services that fit around people, not the other way around.<\/p>\n\n\n\n<p>That\u2019s where effective change management becomes essential. It\u2019s not about training slides or communication plans. At its best, it\u2019s the art and science of helping people adopt new ways of working with confidence and clarity. When done well, it connects strategy to behaviour, surfacing blockers and ensuring change sticks.<\/p>\n\n\n\n<p>At <a href=\"https:\/\/differentis.com\/\">Differentis<\/a>, we\u2019re working with NHS Trusts across the UK to help leaders map capabilities, define value, and make confident progress, even when the funding picture is uncertain. Our focus is on intelligent transformation: operational insight, people-first design, and change management that delivers measurable results.<\/p>\n\n\n\n<p>The NHS doesn\u2019t just need a new structure. It needs a new strategy. One built on data, collaboration, and human insight.<\/p>\n\n\n\n<p>If the Government gets this right, it could mark the beginning of a truly smarter, more connected NHS.<\/p>\n\n\n\n<p>A once-in-a-generation opportunity to make transformation real.<\/p>\n","protected":false},"excerpt":{"rendered":"\n<p>By Erica Hodgson, Change Management Practice Director at Differentis<\/p>\n<p>The NHS isn\u2019t broken because of who\u2019s been in charge.<\/p>\n<p>It\u2019s broken because of how it works and how change has been managed in the past.<\/p>\n<p>Earlier this year, the Government announced one of the biggest shake-ups in decades: abolishing NHS England and bringing the <\/p>\n<p>Continue reading <a href=\"https:\/\/www.gpsj.co.uk\/?p=10284\">Will the Transformation Fund deliver the change our NHS needs? The real \u00a33.25 billion question<\/a><\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"footnotes":""},"categories":[9],"tags":[4668,4673,4671,25,26,264,143,122,2091,4670,310,416,422,1748,2257,4669,4672],"class_list":["post-10284","post","type-post","status-publish","format-standard","hentry","category-nhs-healthcare","tag-10-year-health-plan","tag-capability-mapping","tag-digital-patients","tag-government-public-sector-journal","tag-gpsj","tag-gpsj-magazine","tag-it","tag-nhs","tag-nhs-england","tag-nottingham-university-hospitals","tag-public-sector","tag-public-sector-journal","tag-public-sector-magazine","tag-secretary-of-state-for-health","tag-social-care","tag-the-transformation-fund","tag-touchpoint","odd"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Will the Transformation Fund deliver the change our NHS needs? The real \u00a33.25 billion question - Government &amp; Public Sector Journal<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.gpsj.co.uk\/?p=10284\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Will the Transformation Fund deliver the change our NHS needs? The real \u00a33.25 billion question - Government &amp; Public Sector Journal\" \/>\n<meta property=\"og:description\" content=\"By Erica Hodgson, Change Management Practice Director at Differentis The NHS isn\u2019t broken because of who\u2019s been in charge. It\u2019s broken because of how it works and how change has been managed in the past. 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