Cook Medical announced it signed a letter of intent with CooperCompanies to sell the entirety of Cook’s Reproductive Health business within the MedSurg division. CooperCompanies, a publicly held healthcare company, is focused on women’s health and fertility solutions, providing innovative products and services for every step in the ART journey. Under the proposed transaction, CooperCompanies will pay $875 million comprised of $675 million at closing and $200 million paid in four $50 million annual installments. The proposed transaction is subject to compliance with applicable local consultation obligations and regulatory approvals.

For more than 40 years, Cook has had a focus on Reproductive Health, successfully developing products for obstetrics and gynecology, In Vitro Fertilization (IVF) and Assisted Reproductive Technology (ART).  Cook’s history with Reproductive Health is full of innovations that help patients fulfill their dreams of having a family, including developing the first needle specifically for IVF treatments.

“Our history with reproductive health has been full of innovations to help patients fulfill their dreams of having a family,” said D.J. Sirota, senior vice president of Cook Medical’s MedSurg specialty. “This agreement represents more than a simple transaction; it is a commitment to offer a more complete range of solutions to customers and patients around the world. CooperSurgical is uniquely positioned to combine Cook’s reproductive health portfolio with their resources and plans to significantly invest in this product portfolio.”

William Cook Australia, Cook Spencer, and Cook Vandergrift all currently manufacture reproductive health devices. After the closing of the transaction, Cook will continue to manufacture products for CooperSurgical during a two-year transition period and will increase manufacturing capacity to keep up with growth. No manufacturing jobs are at risk because of this partnership. Employees in manufacturing who support these products will continue to do so during the transition period and eventually will cross train to manufacture other Cook Medical products.

The Centers for Medicare & Medicaid Services (CMS) is announcing a national coverage determination (NCD) that expands coverage for lung cancer screening with low dose computed tomography (LDCT) to improve health outcomes for people with lung cancer. Lung cancer is one of the most common cancers and the leading cause of cancer-related death in both men and women in the United States. This screening is aimed at early detection of non-small cell lung cancer.

This final decision expands eligibility for people with Medicare to get lung cancer screening with LCDT by lowering the starting age for screening from 55 to 50 years and reducing the tobacco smoking history from at least 30 packs per year to at least 20 packs per year. The only recommended screening test for lung cancer is LDCT, a unique computed tomography (CT) scan technique that combines special x-ray equipment with sophisticated computers to produce multiple, cross-sectional images of the inside of the body.

“Expanding coverage broadens access for lung cancer screening to at-risk populations,” said CMS Chief Medical Officer and Director of the Center for Clinical Standards and Quality, Dr. Lee Fleisher. “Today’s decision not only expands access to quality care but is also critical to improving health outcomes for people by helping to detect lung cancer earlier.”

The final decision also simplifies requirements for the counseling and shared decision-making visit and, based on public comments received on the proposed NCD and additional review, removes the requirement for the reading radiologist to document participation in continuing medical education, thereby reducing administrative burden on providers. CMS also added a requirement back to the NCD criteria for radiology imaging facilities to use a standardized lung nodule identification, classification, and reporting system.

GE Healthcare has announced that it has received approval from the European Medicines Agency (EMA) for additional imaging modalities for its stress agent Rapiscan (Regadenoson). Already an established pharmacological stress agent in SPECT MPI for adult patients, Rapiscan is now approved for use in Magnetic Resonance Imaging (MRI) as well as Computed Tomography (CT) and Positron Emission Tomography (PET).1

Rapiscan simulates the effects of exercise in the hearts of adult patients unable to exercise and is used to aid the diagnosis of coronary artery disease (CAD). The approval for additional imaging modalities will enable Rapiscan to be used with an MR contrast agent in stress CMR to assess the function and blood flow of the heart, enabling radiologists/cardiologists to perform a single stress/rest/MRI protocol.

Stress CMR has shown high diagnostic performance (sensitivity and specificity of 90% and above) compared to gold standard invasive imaging for coronary artery disease and is recommended for use in the 2019 European Society of Cardiology guidelines for the diagnosis and management of chronic coronary syndromes, along with other non-invasive diagnostic tests, such as stress SPECT MPI.2

Rapiscan can be used across a broad spectrum of patients as it does not require weight and age-based modifications or an infusion pump.

Dr Gianluca Pontone, Director of Cardiovascular Imaging Department, Monzino Cardiology Center at University of Milan said: “Our experience with Rapiscan in stress MR was very positive. We found it easy to use and very effective in helping to speed up the entire examination which was a key factor for us as was the high level of tolerance amongst patients.”

Dr Mark Hibberd, Chief Medical Officer at GE Healthcare Pharmaceutical Diagnostics, said: “Market authorisation of the additional imaging modalities for Rapiscan could make it easier for more patients, who are unable to exercise, to have this stress test and aid radiologists and cardiologists in making assessments.”

GE Healthcare has the commercial rights to promote Rapiscan excluding US, Mexico and Canada.

GE Healthcare Pharmaceutical Diagnostics imaging agents support three patient procedures every second worldwide across MRI, X-ray/CT and nuclear medicine imaging. Its portfolio of cardiology products aims to support diagnosis and monitoring throughout the cardiac care pathway and aid treatment decisions across multiple pathologies with products available for use in interventional angiography laboratories, and in CT, MRI, Echocardiography and SPECT imaging.

U.S. Surgitech has been awarded a three-year agreement with Premier, Inc. in the laparoscopic surgical instruments category. As one of the largest healthcare group purchasing organizations in the nation, Premier provides services to over 4,400 hospitals and health systems, and more than 225,000 other providers.

Products featured top to bottom: SurgyCut Scissor (disposable), SurgyCut Scissor (reposable), SurgyNeedle (disposable), SurgyCut Electrodes (disposable- variety of tips & connections shown)

Featured in the agreement is U.S. Surgitech’s SurgyCut product line, which includes disposable laparoscopic electrodes, as well as reposable and fully disposable laparoscopic scissors. The ergonomic handle design and smooth rotational knob make for easy handling during the procedure, while the high-performance blades remain consistently sharp from beginning to end.

Also featured in the agreement is the SurgyNeedle product line, consisting of a fully disposable aspiration needle available in different gauges. The SurgyNeedle serves as a solution to the long-overlooked complications of reusable aspiration needles being used in the operating room today. As a fully disposable, single use item, the SurgyNeedle eliminates reprocessing and the risk of infection.

The number one drawback that physicians have when discussing disposable instrument options is in regard to the durability of material, which can sometimes lack the correct fit and feel in the surgeon’s hand.

Maaz Meah, President of U.S. Surgitech, challenges these concerns by putting quality at the forefront, stating, “When designing the SurgyCut line, our main focus was to construct disposable instruments that feel and resemble that of a reusable instrument while adding value and efficacy to the OR.”

In a field that is constantly shifting, U.S. Surgitech’s quick adaptability to new best practices and regulations earns them a significant role in today’s evolving medical industry. Working together with Premier to have U.S. Surgitech’s SurgyCut and SurgyNeedle product lines on the agreement will provide healthcare facilities with the opportunity to source quality instruments that assist in providing the best and most efficient patient care outcomes.

The healthcare sector in Tanzania has been digitally driven for quite sometime now and it is rapidly making excessive inroads for a positive transformation.

Although being a developing country, the digital solutions, both in their scope and number, have been rapidly increasing across Tanzania’s health landscape, and the ministry there estimates that more than 160 digital health systems related to it are being used currently.

In the gamut of digital health comes digital transformation for healthcare, which essentially means incorporating software, hardware, as well as other services. Talk of digital health applications and the umbrella includes mobile health apps, electronic health and medical records, telehealth and telemedicine, and also personalised medicine.

As per Dr. Liggyle Vumilia, the telemedicine coordinator of the Ministry of Health, 2007 was the year when the digital sector across the world saw a transformation, and that is the time when the Tanzanian government began to make serious efforts by starting the process of formulating congenial policies that would help build the healthcare industry within the country.

Apparently, the country’s first formal policy release on the role and significance of digital technology appeared in 2013 and was known as the National e-Health Strategy. Dr. Vumilia adds that the strategy indeed helped in accelerating the health system transformation by providing timely access to information across hospitals, even in the remotest of locations, gave great administrative support and even helped with clinical operations to a significant extent. According to him, the internal digital systems happen to be a part of the government’s plan to discard paper forms that put the patients’ confidentiality in jeopardy. Tanzania has also released a new policy document that is known to cover the period between 2019 and 2024.

It is also a known fact that a health strategy would have to deal with some of the challenges that remained unresolved by its predecessor, like limited e-health skills, inadequately trained personnel, decision makers, and even users’ apprehension towards digital solutions, to name a few. The publication of the new documents puts forth the fact that for even the poorer regions of the world, digital approaches and transformations aren’t a royalty. The new strategy, as expected, also continues to play a pivotal role in guiding the novel digital health initiatives.

The strategy reflects on ten priority areas that will help guide the next ten years when it comes to digital innovation across the country. The initiatives range from toughening the surveillance of diseases, response and reporting to the apt use of telehealth in order to build the capacity of a health worker in the digital landscape that is changing and, at the same time, impart specialised care to the most far-flung locations.

The idea behind the strategy is to make use of digital technology to elevate health systems in the fields of leadership and governance, resource management, information systems related to health, supply chain of health commodities, and finally, quick and efficient delivery of services. Hence, in a way, the strategy puts forth guidance on designing, implementing, and coordinating digital initiatives related to health that focus on improving outcomes and thereby achieve the universal health care goal. There are plans to install high-quality imaging equipment as well as CT scans across regional hospitals across the country with the help of the IMF’s COVID relief fund. As per Dr. Vumilia, through the imaging machines, specialists from major hospitals will be able to acquire images from regional hospitals and provide their diagnosis and treatment without the patient having to travel outstation for it.

However, there are a certain set of challenges as well that the health delivery systems are going through, such as crippled health infrastructure, a dearth of tools, and a capacity for fewer human as well as technical and financial resources.

These are all existing challenges that are pretty high on the ladder as far as halting the digital transformation in the health sector is concerned. Dr. Vumilia says that some sort of effort is needed to build capacity when it comes to the few healthcare professionals who still want to rely on the traditional way of getting things done.

Another issue that crops up is the unreliable power and internet connection, which often ends up pushing caregivers to stick to paper files rather than going digital. There are experts suggesting that the healthcare sector needs to maintain backup plans for seamless power as well as Internet connectivity in order to make sure that the service speed is maintained to the point. That said, there are certain good prospects as well in the digital takeover of the healthcare system, with strong political will for a bent towards socio-economic development and also the alignment of the digital strategies that take into account Vision 2025.

Trying to tackle a career as a physician is going to be filled to the brim with challenges no matter the scenario. It’s not the kind of career choice to take lightly, especially when you consider the overall demand for healthcare professionals. Most people get into the field of medicine with an understanding that it isn’t going to be a walk in the park.

However, just because you expect plenty of stress doesn’t mean you have to stick with the status quo and resign yourself to a challenging career. There are some surprising career moves you can still make — one of them being locum tenens.

What is locum tenens?

Simply put, locum tenens is a career where a physician takes assignments of varying lengths in different medical facilities. Depending on the medical recruitment companies you choose, you have plenty of control over your career. However, the challenge that comes with locum tenens is that nothing is permanent. Physicians have to be prepared to make lifestyle changes if they intend to tackle such a career choice, as it involves traveling from place to place and making the most out of your opportunities wherever you are.

The benefits of locum tenens

While locum tenens does require you to travel from place to place depending on the details of your assignment, there are plenty of reasons why it is often considered one of the best choices for ambitious new physicians.

1. Pay off student loans sooner. One of the primary advantages of locum tenens is you can choose more remote locations for your assignments, which means higher overall pay. As a result, those who might have racked up the student loans can pay them off much sooner than initially expected. It also means you can start building your savings as soon as possible.
2. A lenient change of pace. Another reason why many physicians choose locum tenens is the typical career as a healthcare professional can be hectic and stressful. One of the advantages of choosing your assignment is you are only expected to handle your responsibilities as a locum tenens physician. No administrative work is necessary, giving most physicians a chance to focus on balancing out their lifestyles.
3. A chance to help where you’re needed. While you will undoubtedly do good work no matter which path you choose, locum tenens is one of those situations where you can immediately make a difference. Medical facilities need locum tenens physicians for a reason, as you’re there to fill in a void. So you can expect to start making a difference as soon as possible, which can be a lot of pressure for new doctors, but is also extremely rewarding.

Should I go with locum tenens?

As far as whether locum tenens is worth the career move or not, depends on your willingness to make lifestyle changes to get the job done. If you don’t mind traveling around as part of a fulfilling career, you’ll undoubtedly make the most out of your opportunities through locum tenens.

While it might not necessarily be for everyone, it’s a career choice that can be lenient yet demanding at the same time. If you feel locum tenens is up your alley, feel free to give it a shot.

The pandemic has led to massive shortages all over the world. Doctors, nurses, and technicians were in high demand the second COVID-19 swept the globe, and the need for qualified health professionals hadn’t decreased when cases started to plummet directly before Omicron. 

With the exception of some specialty surgeons, it looks like traveling healthcare jobs won’t go away anytime soon. Here’s why we’ll need traveling employees way after the pandemic.

Why We Need Traveling Healthcare Professionals Right Now

From massive staffing shortages caused by COVID-19 to other countries needing our help, there are several reasons why the world needs more traveling healthcare professionals.

Other Countries Need Our Help

While staff shortages are rampant in first-world countries, they’re even worse in the third-world. Organizations like Doctors Without Borders have seen firsthand how difficult it can be to offer adequate care in some countries, but it’s vital that we help them if we have the chance.

There’s a significant need for travel jobs, especially Allied Healthcare jobs, like occupational therapists, dental hygienists, dietitians, and radiographers. Nurses, doctors, and surgeons will always be needed, no matter the country, but Africa and South America need them the most.

We Need to Clean Up COVID-19s Mess

After pandemic numbers hit rock bottom, layoffs are unlikely. Not only will doctors and nurses have to prepare for the next battle if it happens, but they also need to clean up the mess COVID-19 left, especially in hospitals where healthcare workers were impacted the most.

Healthcare facilities will need their employees to pull out of crisis mode. This could mean pulling beds out of hospitals, removing pandemic measures from their computers and physical spaces, and cleaning the building from top to bottom. There will still be plenty of work to go around.

Elective Surgeries Are Back on the Table

Even after the pandemic becomes a distant memory, elective surgeries will continue to rise back to pre-COVID-19 levels. After two years of canceling elective surgeries, hospitals will have to work overtime to catch up, meaning most of their staff members will come from overseas.

Along with elective surgeries comes the need for more technicians, anesthesiologists, and nurses. The 2021 NSI Staffing Report expects a 37.8% increase in the labor force, and with an estimated 83-90% turnover rate since 2016, the only way to reach that is with traveling workers.

Healthcare Workers Quit in Droves

The survey research company Morning Consult found that 18% of healthcare workers have quit since the pandemic began, while 12% have been laid off. Of the remaining 70%, 31% of healthcare workers have thought about leaving their employer, either for good or temporarily. 

Under normal circumstances, healthcare is a challenging profession, but the pandemic has made the situation almost desperate. Hospitals desperately need traveling healthcare professionals to fill the gaps left by traumatized workers who stepped away from their careers. 

Staff Shortages Will Always Be a Problem

Staff shortages in healthcare continue to be a problem due to a lack of funding. For hospitals, nursing homes, and medical practices that can afford traveling professionals, the benefits are endless. Pay for travel nurses, doctors, technicians, and more is currently skyrocketing.

It isn’t uncommon to see traveling nurses bring home $4000 a week, and under extreme staff shortages, hospitals are willing to pay a premium for extra help. However, this trend is unlikely to settle down if hospitals are unable to keep staffing numbers and worker morale up.

Traveling Healthcare Professionals Are High-In-Demand

If you’re a qualified healthcare professional, you can often make 4 times your current salary if you work outside of your city, town, or state. Traveling healthcare professionals often receive several perks beyond pay, like accommodations, experience, and flexibility.

The National Health Services and the UK Government have gone on to set a blueprint which will address the backlogs built during the COVID-19 pandemic and thereby tackle the long term waits that have cropped up with enormous capacity expansion of tests and treatments.

Amanda Pritchard, Chief Executive of the NHS, and Sajid Javid, who happens to be the health and social secretary, have announced that the health service has plans to develop a dozen community diagnostic centres, which apparently will be part of the fresh elective care recovery plan.

The plan has been devised with expert contributions pouring in from a wide range of partners and thereby sets out an agenda on the road map of how the NHS will clear the elective care backlogs over the next three years. Apparently, there has been an official communication by Sir David Sloman, COO, NHS, and Sir James Mackey, National Director of Elective Recovery of NHS England and NHS Improvement to all departments, trusts, hospitals, and healthcare centres falling under the NHS gamut. Communication is all about a delivery plan by NHS so as to tackle the COVID backlog when it comes to elective care.

The points highlighted in the letter revolve around how, over the next three years, the NHS plans to recover and expand elective services. There is also a mention of 30% more elective activity by 2024–2025 than what was the case before. The letter points out the fact that there has to be a significant amount of upscaling in the capacity and skills of the NHS staff. It also states that the COVID-19 impact isn’t just limited to elective surgeries, but even mental health and the challenges in that area need to be paid heed to. All said and done, it is all about giving better outcomes to patients across their experience with the NHS. In the communication by the NHS, removing long waits of more than a year, reducing diagnostic waiting times, delivering faster cancer diagnostic standards and working in tandem with patient groups and stakeholders have all been elaborated upon. The letter also asks everyone to have a collective focus on better information to support patients, prioritise diagnosis and treatment, and go ahead with transforming the way patient care is perceived and pushed.

The above mentioned significant steps will also help patients get a greater amount of control over their own health and also offer them a better choice of where to get care from if they have been waiting too long to get treated.

Under the decided plan, specialist teams shall be deployed to assist patients when it comes to their surgeries, and the group of caregivers will also get instant access to the results of tests so that a quick resolution with faster clinical advice can be given.

The NHS has also confirmed that it will equip itself to deliver more procedures as well as scans across the longevity of the next three years, apparently nine million more tests by 2025. This entire arrangement shall mean that over the next three years, patients shall be offered 17 million more diagnostic tests which will be a capacity increase of a quarter as compared to what took place three years prior to the pandemic.

There is a strong possibility of more than 100 diagnostic centres being launched due to the increase in the capacity number on the back of the NHS. There is surely going to be an acceleration in the number of these so-called one-stop shops from last year, with a target of 66 being established across England by March end, which, by the way, will be 26 more than originally planned.

Significantly, new surgical hubs are also expected to be added to the already running 122 across England. This will help in making sure to reduce the waiting time unless people themselves choose to postpone it. All this will result in patients no longer waiting for their surgery for more than a year after March 2025.

The hubs must account for a high volume of routine surgeries so that patients can be seen more quickly, as well as create extra capacity so that any emergency case that arises from somewhere does not disrupt the daily schedule and cause chaos, resulting in cancellations or further delays.

The plan, which has been put into place by Royal Colleges and patient groups and health charities, brings to the fore how the staff of the NHS will make optimal use of government additional funding which has been initiated, particularly to focus on the COVID backlog. More importantly, staff at the NHS have been working extra hard to ensure the recovery of services even though there has been a significant rise in Omicron cases, sustained hospitalisations and staff absence due to the contracting of COVID. Besides, they have also been instrumental in rolling out eleven million booster doses since December 12.

The implemented plan will ensure that local innovations are expanded, as the NHS has already guaranteed increased investment in mental health and will also provide additional assistance in primary and community care services.

NHS chief executive Amanda Pritchard said: “As we move out of the Omicron wave the NHS is applying the same determination and ‘can do’ spirit we have displayed throughout the pandemic, to address backlogs in routine care that have inevitably built up, and reduce long waits.

“That cannot happen overnight but we are determined to make the best possible use of the additional investment and take the best from our pandemic response, including smarter use of digital care and flexible working between teams and trusts, while building this additional diagnostic capacity that will help to accelerate progress.

“As we have always said throughout the pandemic, it is vitally important that anybody who has health needs continues to come forward, so that staff can help you with the best options for your care”.

Prime Minister, Boris Johnson said: “The NHS is there for us all in our time of need, but the pandemic has put unprecedented strain on health workers and patients alike.

“Today we have launched the biggest catch-up programme in the history of the health service backed by unprecedented funding.

“These measures will make sure patients receive the right care, in the right place at the right time as we bust the COVID backlogs and recover from the pandemic.”

Health and Social Care Secretary Sajid Javid said: “Just as we came together to tackle the virus, now we must come together in a new national mission to fight what the virus has brought with it.

“We are absolutely committed to tackling the COVID backlog and building a health and social care system for the long term.

“Our COVID Backlog Recovery Plan will help the NHS reduce waiting times, give patients more control over their care, and harness innovative technology to free up staff time so they can care for more people up and down the country can get the treatment they need.

“This is a vital step in radically rethinking how our health service delivers operations, treatment and checks as we look beyond the pandemic and learn to live with COVID-19”.

The NHS shall deliver on the following parameters as well, apart from the existing clinical standards:

• By March 2025, elective care wait times of more than a year will be eliminated.

• After July 2022, nobody will wait more than 2 years in order to get elective treatment.

• By April 2023, waits of more than 18 months will be eliminated.

• Three-quarters of cancer suspects are diagnosed or ruled out within 28 days.

The idea is to deliver 30% more elective treatments by 2024–25 than what was taking place before the pandemic. Despite the fact that the NHS has treated more than 600,000 patients, staff have cared for a minimum of two people with other conditions for each patient, along with the virus throughout the pandemic. The opening of diagnostic centres in retail parks and shopping malls will allow patients to be tested closer to home while also reducing the number of visits by performing multiple tests with a single appointment. Notably, diagnostic expansion will mean that 95% of patients will receive tests in just six weeks from the referral. In terms of capacity, the increase will assist the NHS in meeting the target set out in the NHS annual planning guidance for December 2021. NHS England is up to its task of giving maximum patient benefit from the extra investment. While there are many doctors and nurses who are currently working for the NHS, the plan is to train, recruit, and retain staff.

Professor Helen Stokes-Lampard, Chair of the Academy of Medical Royal Colleges said: “With the NHS under so much pressure it’s absolutely right that we take steps to ensure patients are able to get the treatment they need. This plan very clearly sets out what we need to do in the months and years ahead and although it may seem radical in parts, is nevertheless essential  if we are to reduce the backlog in elective care and ensure that those who are most sick are prioritised. By setting out in clear terms what patients can expect from the NHS and how they in turn can help, I hope it will also take some of the pressure off our hard-pressed health and care staff who are facing the most extraordinary workload and stress day-in, day-out”.

Matthew Taylor, chief executive of the NHS Confederation said: “Health leaders will welcome the national commitment to tackle the backlog of elective care. The NHS is working hard to prioritise patients with the greatest clinical need, including by carrying out 1.3m consultant-led treatments in a single month and we have seen some brilliant examples of innovation where data and technology have been used to both support patients and ramp up activity. While the NHS will continue to do everything it can, at least six million people are known to be on the waiting list and so, we need continued honesty about the scale of this challenge, particularly as coronavirus has not disappeared”.

Professor Neil Mortensen, President of the Royal College of Surgeons of England said: “The Elective Recovery Plan recognises that the NHS needs more surgical capacity – more operating theatres and more beds. Crucially, it supports our College’s recommendation to establish surgical hubs across the country, where planned operations are protected from winter pressures and outbreaks of COVID-19.  Surgical teams like our colleagues in Barking have shown tremendous commitment and creativity during the pandemic, adopting new ways of working and collaborating across hospitals to re-design surgical services. This plan recognises that we need to support and spread these innovations, and also invest in making surgical services more sustainable in the years ahead”.

Neil Tester, Director of The Richmond Group of national health and care charities said: “Tackling waiting lists quickly and well is a top priority for patients and the public, so it must be central for the NHS. An end to the physical and mental pain so many people suffer while waiting for treatment can’t come too soon, so it’s good to see this recovery plan identifying ways to speed up treatment at the same time as supporting and updating people while they wait. Making sure people get the right rehabilitation and aftercare will be vital too. Our member charities are committed to working with the NHS and care services to help get that support to people who need it, to making sure national and local decision-makers understand how the changes are affecting people’s experiences, and to helping these initiatives focus on tackling inequality”.

Rachel Power, Chief Executive of the Patients Association said: “We welcome the publication of this plan and look forward to working with NHS England on its implementation.  We also welcome NHS England’s commitment to work in partnership with patients to improve their experience of waiting for care and treatment, and how it communicates with patients waiting for care. This is something we have been calling on the NHS to do since the start of the pandemic. Today’s commitment meets many of our requests for how patients waiting for care, who are often in pain and discomfort, are told how long they will have to wait, are kept updated, and where and who from they can get the support and advice needed to keep themselves healthy while they wait. We hope that communication will be delivered in formats that suit individual patients, as not everybody has access to digital technology or knows how to use it. It is critical that as the NHS tackles the enormous backlog in care, it does not inadvertently increase health inequalities the pandemic has highlighted, by providing information and support that is not accessible to patients living disadvantaged lives.”

Jacob Lant, Head of Policy, Public Affairs and Research at Healthwatch England said: “With six million people now waiting for treatment, this plan is very much needed. Given the scale of the backlog, most people understand that their treatment may be delayed. But while they wait, people want support if they need it, and to know that the NHS has not forgotten them.

“It’s great to see the NHS acting on the issues people have raised with us. If this plan is successful, it should make waiting more bearable, with improved access to help like pain relief, clearer communication about when patients can expect treatment and the ability to tell the NHS about changes in their condition”.

Dr Charlotte Augst, Chief Executive of National Voices, said: “Timely access to services is now the main concern people raise with our members, 190 charities working right across health and care. Our members and we at National Voices have worked closely with NHSE/I to ensure that people who wait can be well supported. From listening to people who wait we know that good communication, signposting and non clinical support all make a massive difference.

“We will need sustained investment in growing the workforce and overall capacity of the service to meet the health and care needs of people – but we also need to reshape how services are designed and delivered. We will work with the NHS to ensure that new service models, such as diagnostic and treatment hubs, are fully accessible and inclusive”.

Tracey Loftis, Head of Policy & Public Affairs at Versus Arthritis, said: “Long waits for treatment are having a big impact on the physical and mental health of people with arthritis. This recovery plan is urgently needed and marks an important step forward in tackling long waiting times.

“Whilst we welcome efforts to expand surgical capacity, and to give people more information, it will be crucial that people know when they will start to see the benefits.

“We want to work with the NHS and the Government to make sure the Elective Recovery Plan delivers for people with arthritis – helping to bring down waiting times for joint replacements as well as ensuring people receive effective communication and support”.