NHS England’s new Medium Term Planning Framework (MTPF) was released in November. For health tech companies, it acts as an indicator of priorities, pressures, and opportunities during the next three years. Here’s our summary of what you need to know. Want to know more? Access our full take on priorities for health tech vendors here.

A three-year NHS ‘to-do’ list – a guide to suppliers

The MTPF replaces the annual priorities and planning guidance, acting as a delivery chapter for ambitions of the 10 Year Health Plan. It provides suppliers with a good indication of NHS priorities and the potential opportunities that should come from supporting them.

Financial pressure is the dominant force

The NHS must deliver balanced or surplus budgets every year with no bailouts and minimum 2% annual productivity gains. This financial discipline is reshaping decision-making across systems and trusts. For vendors, this means compelling value cases are essential; soft “transformation” narratives won’t cut through.

Technology as a productivity tool – with two immediate focus areas

With a significant focus on productivity in the framework, the NHS will be looking to hear how technology can drive service change and productivity. Two immediate productivity priorities described include:

• Urgent and emergency care: A “digital-first, clinically prioritised” front door, with online/phone triage directing patients away from EDs.
• Outpatients: Including a “digital first” model, involving much greater use of advice, guidance and triage tools, and more patient-initiated follow-up and remote monitoring afterwards.

Solutions aligned with these models could gain traction.

Targets matter – can your product help hit them?

Delivering on access and waiting time targets is a key focus (18-week RTT, 4-hour A&E, ambulance response times, primary care access, cancer and mental health waits). Companies have an opportunity to show how their products can tangibly help.

Major organisational change – new customers, new wiring

The MTPF codifies a major NHS re-organisation. Key shifts include:

• Regions as a “leadership interface”
• ICBs as strategic commissioners
• Providers taking on collaboration, productivity, and quality roles
• Neighbourhood teams driving frailty and long-term conditions management

Health tech companies must map their changing customer landscape. They must understand how to reach and convince new target audiences.

Digital by default trajectory

The NHS is expected to deliver technology-enabled services at “all levels”, with an immediate focus on GP access improvements, neighbourhood health, and more. The pandemic-era digital gains are being formalised and scaled. “Digital by default” is not new, but the framework has a clear trajectory for bringing it about, building on GP access and remote monitoring work done since the Covid-19 pandemic.

“Doing digital differently” – integrate with national products

Expect a big drive for adoption of national products. Priorities include the NHS App, NHS Notify, the Electronic Referral Service, and the Federated Data Platform. Many vendors will look to ensure interoperability with relevant national products.

A new financial model – opportunities

Moves from block contracts to payment-by-results in areas like UEC and community care are designed to incentivise shifts to community health and prevention. The new financial model should benefit health tech companies with ideas, products and services that support transformation.

Some digital priorities remain unclear

The MTPF is notably silent on big tech priorities of recent years. There are no new EPR targets, only one mention of shared care records, and no mention of the single patient record. Capital allocations have not been announced. Firms will need to track forthcoming guidance closely.

More detail coming – expect rapid policy iteration

ICBs and providers must draw up “robust and realistic” plans to deliver on the MTPF’s priorities. Also, at least 20 further guidance documents will soon be published by NHS England, providing clarity on commissioning, neighbourhood care, a draft foundation trust framework, and system archetypes. The direction is clear, but further operational detail is still forming.

Need to align with the emerging landscape? Arrange a one-to-one to explore how you can find market opportunities, convince changing target audiences, and grow your business.