The NHS has actually been marking its 70th anniversary, and the national debate this has actually unleashed has actually centred on three big truths. There's been pride in our Health Service's enduring success, and in the shared social commitment it represents. There's been issue - about financing, staffing, increasing inequalities and pressures from a growing and ageing population. But there's also been optimism - about the possibilities for continuing medical advance and better results of care.

In looking ahead to the Health Service's 80th birthday, this NHS Long Term Plan takes all 3 of these truths as its starting point. So to be successful, we should keep all that's excellent about our health service and its place in our national life. But we need to deal with head-on the pressures our staff face, while making our extra funding reach possible. And as we do so, we need to speed up the redesign of client care to future-proof the NHS for the years ahead. This Plan sets out how we will do that. We are now able to because:

- first, we now have a protected and enhanced financing course for the NHS, averaging 3.4% a year over the next five years, compared with 2% over the previous 5 years;
- second, since there is wide agreement about the changes now required. This has actually been confirmed by clients' groups, expert bodies and frontline NHS leaders who because July have all helped shape this strategy - through over 200 separate events, over 2,500 different responses, through insights provided by 85,000 members of the public and from organisations representing over 3.5 million people;
- and 3rd, because work that kicked-off after the NHS Five Year Forward View is now starting to bear fruit, supplying useful experience of how to produce the modifications set out in this Plan. Almost whatever in this Plan is already being executed successfully someplace in the NHS. Now as this Plan is carried out right throughout the NHS, here are the big modifications it will bring:

Chapter One sets out how the NHS will move to a new service model in which clients get more alternatives, better support, and effectively joined-up care at the ideal time in the ideal care setting. GP practices and health center outpatients currently provide around 400 million face-to-face consultations each year. Over the next five years, every client will can online 'digital' GP consultations, and upgraded healthcare facility assistance will have the ability to prevent approximately a 3rd of outpatient visits - saving patients 30 million trips to medical facility, and conserving the NHS over ₤ 1 billion a year in brand-new expense averted. GP practices - normally covering 30-50,000 individuals - will be moneyed to collaborate to deal with pressures in main care and extend the variety of practical regional services, creating genuinely incorporated teams of GPs, neighborhood health and social care staff. New expanded neighborhood health teams will be required under new national standards to offer quick support to people in their own homes as an alternative to hospitalisation, and to increase NHS support for individuals residing in care homes. Within 5 years over 2.5 million more people will take advantage of 'social prescribing', a personal health budget, and brand-new assistance for managing their own health in collaboration with clients' groups and the voluntary sector.

These reforms will be backed by a brand-new warranty that over the next five years, financial investment in main medical and social work will grow faster than the overall NHS budget plan. This commitment - an NHS 'first' - produces a ringfenced regional fund worth at least an extra ₤ 4.5 billion a year in real terms by 2023/24.

We have an emergency care system under genuine pressure, however also one in the middle of extensive modification. The Long Term Plan sets out action to make sure patients get the care they require, quickly, and to relieve pressure on A&E s. New service channels such as immediate treatment centres are now growing far much faster than healthcare facility A&E attendances, and UTCs are being designated across England. For those that do need hospital care, emergency situation 'admissions' are increasingly being dealt with through 'same day emergency situation care' without need for an over night stay. This design will be presented throughout all severe healthcare facilities, increasing the percentage of acute admissions usually released on day of attendance from a fifth to a 3rd. Building on medical facilities' success in enhancing outcomes for major trauma, stroke and other crucial illnesses conditions, new clinical requirements will guarantee clients with the most severe emergencies get the very best possible care. And building on recent gains, in partnership with local councils additional action to cut postponed health center discharges will help release up pressure on healthcare facility beds.