Update on the new NHS 10 Year Plan.

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The new NHS 10 Year Plan has now been released. It’s a weighty document (some 168 pages) but it sets a direction for the NHS around three themes:

Hospital to Community: Community initiatives to prevent unwanted hospital admissions.

Sickness to Prevention: Preventing people from being sick in the first place through better and more effective preventative measures.

Analogue to Digital: Harnessing the power of digital to better inform and direct potential patients.

A synopsis of the plan can be viewed here: NHS 10 Year Plan

The plan also discusses the closure of Healthwatch England and possibly 150 local Healthwatch branches, many of whom are delivered through the VCSE within the UK.

SAWN states:

The infrastructure partnership SAWN (consisting of Voluntary Impact Northamptonshire, Daventry Volunteers and South Northants Volunteer Bureau) believe that the VCSE is best placed to assist in the NHS with their three headline themes. The VCSE works across all these preventative areas and should not be ignored in finding much needed solutions to the current issues the NHS is facing. The key for our ICB is effective Co-Production and intuitive commissioning.

The Civil Society Covenant

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The Government has published its new Civil Society Covenant, a national commitment to improving relationships between government and civil society.

Civil Society Covenant: programme – GOV.UK

The Covenant recognises that Voluntary Sector Partnerships often happen at the local level, with councils, health systems, and other public bodies. It sets out principles for how civil society should be respected, supported, and involved in decision-making, and includes case studies from areas like Greater Manchester and Calderdale.

Importantly, The Department of Culture Media and Sports (DCMS) has also announced a Local Covenant Partnerships Programme to support partnership working, including training, grant funding and capacity-building. A new mutual learning programme will also promote secondments between Government and civil society to share knowledge and strengthen collaboration.

A Joint Civil Society Covenant Council will oversee this work.

Maddy Desforges, CEO at NAVCA states:


Enabling the voice of communities and their agency to make change is the life blood of civil society and it is at the local level where the interaction between communities, civil society and government is most keenly felt. We welcome the specific inclusion of strategic authorities, local councils, and health systems in the Covenant. The Local Covenant Partnerships programme is an important opportunity to change the local landscape for partnership and commissioning, and we look forward to working with central and local government, health systems and others to shape and develop this programme to make a real difference to local voluntary, community, and social enterprise organisations.
 
SAWN states:

It’s useful to read and understand the new Civil Society Covenant. Any move towards a closer relationship between the powerbrokers in Whitehall and our VCSE must be applauded. However, actions speak louder than words. If the LCPP does indeed strengthen collaboration and cast a light on Co-Production and Commissioning it will be a boon for all, including the residents and beneficiaries we all serve.

 

The State of the VCFSE in the UK

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The charity sector in the UK continues to face what NCVO describe as unpredictable and challenging times labelling 2025 the year of the big squeeze, with many organisations facing the perfect storm created by funding falling, costs increasing, and demand climbing.

There were 170,056 charities registered charities in the UK on the Charity Commission’s register, as of March 2024, plus an additional 80,000 and 100,000 unregistered charities across England and Wales. Charity Commission data show that 1,281,583 people were employed by a charity in England and Wales in January 2025. Rising costs and demand for services and dwindling donor numbers led to many of these important not-for-profits closing their doors in 2024. SAWN (Social Action West Northamptonshire) are beginning to see these cumulative pressures impacting on our own sector in West Northamptonshire, with more requests to find funding, or avert potential insolvency.

Inflation, the cost-of-living crisis, and the UK government’s decision to raise employer National Insurance Contributions (NIC) have placed huge strains on the charity sector. NCVO estimates the NIC increase represents an additional financial strain on the sector to the tune of £1.4 billion. The government’s decision to reduce UK spending on international development from 0.5% of GDP to 0.3% has also raised major questions for many UK charities reliant on public funding. In October 2024, however, the government announced the creation of a Civil Society Covenant to begin the partnership between government and Civil Society, outlined in Labour’s election manifesto. The new Covenant is designed to harness the knowledge and expertise of those working in the charity and social venture sector, with the government committing to delivering a decade of national renewal that will only be possible with a vibrant, thriving civil society.

Charities are struggling to meet the growing demand for their services, and many are concerned about their ability to continue providing support. In October 2024, the Civil Society Group sent an open letter to the Government calling for it to encourage philanthropy, reinstate mandatory reporting of charitable giving by companies, increase charity tax limits, consult on the introduction of VAT relief on charitable donations and donated goods, extend charitable tax reliefs to wholly-owned charity trading subsidiaries, confirm there will be funding for HMRC to continue its review of Gift Aid, and provide greater clarity on the matter of charitable business rates relief for private schools. According to the Charity Excellence Framework, meanwhile, AI offers charities opportunities to increase impact, reduce workload and improve fundraising effectiveness, with sector bodies needing to act collaboratively, quickly, and well to enable us all to exploit the opportunities and adequately mitigate the risks. The charity True Ambassadors highlights, for example, that advanced digital tools such as AI-driven fundraising platforms will enable organisation to personalise donation requests based on donor behaviour and preferences.

SAWN states:

We see all these trends and patterns bubbling under across Northamptonshire. Whilst it is true to say that in many instances the VCFSE sector needs to understand and harness change, its also easier said than done. Many smaller charities lack the capacity and resource to partner well, lead strategically, and ride a perfect storm. However, we also believe that if the VCSFE were to be lost (which could be a real probability in future years) communities will be the poorer and more individuals will simply become vulnerable. The adage that you don’t know what you had until its gone should be a principal plank by which statutory partners support the sector, deliver a new way of working and use the VCFSE as a key broker. Taking the simple example of the latest 10-year NHS Plan, who better as partners to achieve the key objectives – Hospital to Community, Sickness to Prevention and Analogue to Digital. The VCFSE sector has front facing links to communities that statutory partners could only dream about. The driver here is better commissioning, quality co-production and community social action, and so SAWN welcomes the pragmatic discussion with all those who will listen: And we don’t argue from a Unicorn and Rainbow perspective of the world. We know resources are tight across the landscape, but our sector could be a sensible solution for many.

The Strength of Local Infrastructure

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The Department of Culture, Media and Sports has just completed a 12-month research project on Local Infrastructure across the UK.

The headline themes are detailed here:

  • Across the UK there was considered no agreed definition of Infrastructure. Infrastructure and its role appear to be agreed locally, against local priorities and needs.
  • Infrastructure was identified to have five functions: facilitating funding, organisational development, advocacy, volunteering, and community participation, and convening or representation.
  • The most direct benefits from Infrastructure accrue to frontline VCSE organisations; with benefits to local communities through stronger frontline organisations and increased volunteering activities; and statutory bodies gain a greater insight of local needs, improvements in commissioning processes and local policy decisions. The most important factor in the quality of Infrastructure provision is being knowledgeable about the local area.
  • Infrastructure organisations were seen as an effective bridge that can support open and honest communication between the VCS and public bodies especially in context of funding or commissioning relationships. Infrastructure activities led to three broad outcome pathways of: better targeted resources, improved policy making, and increased community trust, empowerment and belonging.
  • There are no simple or straightforward answers to the question of how best to organise, support and strengthen local Infrastructure. Infrastructure works best when there is a close relationship with the public sector. This is easiest to achieve when decision-makers in local government and health systems take a strategic interest in Infrastructure that comes from a recognition of its value and its ability to contribute to their own priorities.
  • Strengthening Infrastructure will almost certainly continue to rest on taking a local first approach and on ensuring that any reform is delivered with patience, sufficient resource and recognition of local concern and sensitivities. Enabling strong Infrastructure is based on a combination of factors: funding, local knowledge, effective relationships, and support.

SAWN’s comments:

There is nothing new about these headline themes. Most worrying is that after many decades of having Infrastructure across the UK the DCMS have not worked with local organisations to arrive at a definition. The very fact that there isn’t one nationally is a weakness and detracts against the fantastic work that Infrastructure organisations do across the UK. SAWN is clear about the essential aspects of its work: Supporting Community organisations to survive and thrive: Delivering volunteering initiatives: Advocating for the sector (never more needed in these challenging times): Representing the sector as honest brokers and proffering the VCS as a solution to some of the issues the Local Authority and out Health colleagues face. Infrastructure needs support though: It needs support from the rest of the VCS so we can stand together and exert pressure on our systems to examine us in closer detail and use us as agents of service delivery. It also needs funding appropriately. You cannot make a silk purse out of a sow’s ear, and as more of the VCS is required to prop communities, Infrastructure needs to be there to provide that wrap around support.

VCSFE Engagement Group West Northamptonshire Launches

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The first meeting of the new VCSFE Engagement Group takes place on the 7th of August 2025 between 2-3.30pm.

The link can be found here: https://us02web.zoom.us/j/87575989913?pwd=UiV40krt6Zd6XDvCNqu30nygCe8PNI.1

 

All are welcome – from all parts of the VCSFE sector in West Northamptonshire. Please note that a similar vehicle exists in North Northamptonshire so if you work within that part of the County ONLY please contact sean.silver@groundwork.org.uk

 

Why do we need a VCSFE Engagement Group:

 

The landscape of West Northamptonshire has never been more complex or challenging. We have new political masters who have yet to take a view on the VCSFE, we have an ICB that is clustering with Leicestershire and Rutland and having to make savings of 10.1 million pounds this year alone, a County that has been squeezed from the Devolution debate and has no natural partners, and a Local Authority attempting to reset Place. What is clear is that Co-Production (how the VCSFE and Communities get involved in service design) and Commissioning for Value are key areas for debate. If we want to move as a collective voice (as far as we can) then we need a place to coalesce around themes, and we need a mandate to write, profile and pressure the system from one place.

 

Will this replace anything that’s existing:

 

The short answer is NO: This will be Governance light and fleet of foot. It will not require a Board or Memberships. People can attend or choose not to. We will not be chasing people with meeting links or minutes: All content and future meetings will take place on our website: www.voluntaryimpact.org.uk under the What’s New Section. You will need to check this page weekly.

 

Why Co-Production and Commissioning:

 

If you were to survey the majority of the VCSFE about Co-Production they would likely respond saying we don’t appear to have been involved when we have the solutions. On Commissioning, individuals regularly state that West Northamptonshire has no legacy, never appears to learn anything about the Commissions, or does the least it can get away with due to time and resource. The argument to use the VCSFE as a stated vehicle for Co-Production and Commissioning is compelling. We live, work, and invest in local communities, have a combined raft of intelligence, and provide value (we are not just cheap).

 

If as a sector we are going to exert system pressure then we need both a base, and an Engagement Body to spring from.

 

Meetings:

 

The meetings will be virtual and last no more than 1.5 hours: We will attempt to have the Chair or Co-Chair of the Assembly present, as the Assembly has a key set of Thematic Groups. Dates and minutes will be published to VINs What’s New Section of the website. Minutes will be circulated to our SAWN colleagues in South Northants Volunteer Bureau and Daventry Volunteers. There will no set Agendas, just an understanding that the two themes are the themes we concentrate on. We will then have a West and North VCSE Engagement mop up to flesh out issues that affect all parties pan county.

 

The new NHS 10 Year Plan

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The Plan sets out an agenda to address the continuing crisis in the NHS, rebuild public trust in its services and secure some form of sustainability.

 

Within it, there is an aspiration to reform which is delivery focussed, but the plan also seems to suggest a new relationship with the VCSE which is driven by individual systems and not from Central Government.

In addition, the abolition of Healthwatch provides a further concern about the presence of an independent patient and community voice.

There are three core shifts:

From Hospital to Community

  • Establish a Neighbourhood Health Service: More care delivered locally and in homes.
  • New Neighbourhood Health Centres (NHCs) in every community. These will act as local one-stop hubs, co-locating GPs, community services, diagnostics, and mental health support, open 12 hours a day, 6 days a week to improve access and ease hospital pressure.
  • Enhanced GP access, including same-day appointments and expanded multidisciplinary teams.
  • Expanded personal health budgets and care planning.
  • Integrated services with VCSE, social care, and Local Authorities.
  • End corridor care, reduce outpatient reliance and shift funding away from hospitals.

From Analogue to Digital

  • A digitally accessible NHS powered by the NHS App as a Doctor in your Pocket.
  • Patients manage appointments, feedback, care plans, and medications digitally.
  • A Single Patient Record will underpin integrated, predictive, and personalised care.
  • Use of AI scribes to reduce administration and wearables for real-time monitoring.

From Sickness to Prevention

 

·        Public health reforms: tobacco control, obesity strategy, food policy reform.

  • Investment in young people’s health, school meals, and mental health support.
  • New genomics-based population health service and early disease screening.

The plan also suggests a raft of systemic reforms including a diverse and devolved NHS, shifting from Whitehall to Local ICB’s and their providers. Transparency and quality will be key and poor patient care will not be accepted: both workforce and financial transformation (which could include the issuing of  Multi-Year Contract awards or Incentivization by Results) will ensure an NHS fit for the future.

VINs view:

From a local VCSE perspective, there is a need to explore the implications of multi-year contracts and payment-by-results models in greater depth. Multi-year funding could offer much-needed stability, enabling longer-term planning, workforce retention, and more sustainable service delivery. However, any move toward a Pay-for-Performance Culture must be approached with caution. While outcomes-based funding can incentivise impact, it risks disadvantaging smaller VCSE organisations that work with the most marginalised communities, where progress is complex, non-linear, and harder to quantify. To be effective, these models must reflect the relational nature of VCSE work, avoid excessive bureaucracy, and include flexibility to respond to local needs.

 

The full report can be found here:  Fit for the future: 10 Year Health Plan for England

Moving Mindsets: Emerging opportunities to shift culture on Health, Wealth, and Government: VCSE Engagement in West Northamptonshire

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Frameworks UK have just released their Moving Mindsets Report which can be viewed here.

 

The report shares findings from new quantitative and qualitative research, including a first-of-its-kind survey and presents 6 key findings on British Culture.

 

Individualism is our default – but not when we get issue-specific: If we want to make space for bold social change, we must first strengthen the idea that what surrounds and shapes us. Unchecked, individualism may be one of the biggest barriers to progressive culture change.

 

Precarity is seen as our new normal – and people support bold action on extreme wealth:  The existence of poverty is no longer a contested idea: people are acutely aware of growing insecurity and hardship throughout our four nations. At the same time, people are paying more attention to the consequences of wealth disparity – and what should be done about it.

 

More of us believe the economy is rigged: The idea that laws and policies shape how our economy works is no longer a contested one. We have a new set of ideas to contest around who gets to make decisions about the systems that make up our economy and who benefits from them – and how decision makers are held to account when those systems are falling short.

 

We see health as a national resource:  Health is understood as not only an individual concern, but a collective one. Now is the time to strengthen and reinforce this more systemic thinking on health – and the more ambitious policies and practice it makes space for.

 

Politicians are seen as ‘not like us’: An immediate priority for communicators wanting to see government action on social issues – from welfare to housing policy – must be to build understanding of the systems and mechanisms of government.

 

Some mindsets cluster together, with major implications for social change work:  A concentrated effort to move one ‘lynchpin’ mindset – through framing and other culture change work – will have a positive spillover effect. Communicators working across issues, or with limited resources, can maximise their impact by coordinating action around a single lynchpin.

 

Thinking about the VCSE in Northamptonshire which is wide and diverse – we ned a lynchpin to coalesce around and that’s Co-Production and Commissioning for Value. If we can win these arguments for the VCSE then we will all be collectively more empowered. To this end, VIN plans a VCSE Engagement Group for West Northamptonshire. It will be Governance light and fleet of foot. No Board, no memberships, and virtual meetings. It will concentrate on the two themes above, and people can join calls, or drop out as they feel. Watch out for further dates on the What’s New Section of our website. Part of this will be about informing people around the changes in Local Authorities, the ICB/ICS and Health.

Make a Difference Awards for 2025

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VINs Volunteer Car Scheme has been nominated in the Community category in this year’s Award.

The scheme provides community transport for elderly and disabled people, living in Northampton (Postcodes NN1 – NN5).

It enables registered members to travel with ease, convenience, and peace of mind, allowing them to maintain their independence for longer and helping to prevent social isolation.

Last year our volunteer drivers took passengers to 10,000 medically related appointments. They averaged 930 voluntary hours of journeys per month.

Russell Rolph states:

 

It’s fantastic that the team have been nominated for this award. Just to be nominated demonstrates the commitment, hard work and skill required in delivering such a project. I would like to personally thank all the team and volunteers that perform this vital work and support our communities.

 

More on our Car Scheme can be found here: Volunteer Car Scheme | Voluntary Impact Northampton

 

More on the Make a Difference Awards can be found here: BBC – Make a Difference Awards

Learning, training, and skills for residents

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West Northamptonshire Council (WNC) is inviting local Voluntary, Community and Social Enterprise (VCSE) organisations to apply for grants to support initiatives that provide learning, training, and skills for residents.

Eligible organisations can apply for funding between £500 and £10,000 to deliver learning and training initiatives that help residents gain work-related skills in efforts to boost employment opportunities.

For further information please see here Local voluntary and community organisations invited to apply for funding to support employability initiatives | West Northamptonshire Council

Family Hubs

Families across West Northamptonshire are encouraged to have their say on where new Family Hubs should be located, as part of a consultation that closes on Sunday 6 July.  Following the successful launch of the first Family Hub in Towcester, new sites are being proposed in Daventry, Northampton town centre, and other local areas.

To take part please view here: Families encouraged to share views on new family hub locations before 6 July | West Northamptonshire Council

Healthwatch England to be abolished

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As part of the upcoming NHS 10 Year Plan Healthwatch England is to be abolished.

It is understood that local Healthwatch CEOs and Chairs were contacted on Friday 27th June 2025.

The Healthwatch England Team have issued a response on LinkedIn, which recognises the enormous value of the work undertaken by  staff and volunteers over the past 12 years.

VIN understands that around 150 local Healthwatch branches will also be closed, with functions expected to move to ICBs and Local Authorities.

For hard pressed Infrastructure organisations that have diversified into this arena to stave off disinvestment, its a bitter blow.

The VIN CEO states:

I am deeply concerned over the potential risk of losing the  independence, local presence, and statutory footing that have made Healthwatch effective. Without its statutory footing, we fear this function could be defunded or deprioritised, weakening the power and agency of communities to influence the systems that serve them. 

Return to our What’s New section to find out how this story develops over the coming months.