Insight
What the NHS 10-Year Health Plan means for women and where it “falls short”
The government’s 10-year plan for the NHS promises bold transformation, with a move towards digital innovation, and more focus on prevention over treatment, but does it go far enough to address the UK’s gender health gap?
Health Secretary Wes Streeting has revealed his vision for the UK’s public healthcare system, promising to transform the NHS over the next decade, in the government’s Fit for the Future report.
From a renewed focus on maternity care, to ambitions to eliminate cervical cancer by 2040, the government says its 10-year plan will play a fundamental role in delivering its commitment to women’s health “never again being ignored”.
Currently, the UK has the largest gender health gap in the G20, with the average woman spending nearly a quarter of her life in poor health compared to a fifth for men.
Yet while the plan has been described as a “strong foundation”, crucial details about how its promises will be delivered are yet to be published, and some say the lack of specific action to address the gender health gap mean it may “fall short” for women.
Community, prevention and digitisation— what the government has promised
The NHS 10 year plan is underpinned by three key pillars; a move from hospital to community, sickness to prevention and from analogue to digital.
A focus on prevention, rather than sickness, promises to deliver better access to screening, and allow better use of health data to enable more predictive and pre-emptive care.
Plans to increase uptake of HPV vaccinations aim to help the NHS reach its ambitious target of eliminating cervical cancer by 2040. Meanwhile, universal newborn genomic testing and an introduction to polygenic risk scoring will be used to identify potential risks to child and maternal health early and help predict susceptibility to diseases.
The government has also committed to a national independent investigation into maternity and neonatal services, setting out plans for the establishment of a national maternity and neonatal taskforce, chaired by the Secretary of State, as well as a national action plan co-produced with bereaved families.
Placing more focus on neighbourhood health centres, rather than hospital treatment, will enable more people to access health services closer to home, according to the proposals, while an increased focus on the digitalisation of the NHS aims to make services faster, more convenient, and more personalised.
All patients will gain access to a single, digital health record, and the NHS app will be expanded allowing patients to book appointments, manage long-term conditions, reproductive health and medications, and coordinate care for children or elderly family members.
My Children, a digital alternative to what has been known for decades in maternity care as the ‘red book’ also aims to make it easier to manage children’s healthcare and medical records.
Speaking following the publication of the plan on Thursday 3 July, Streeting described this as a “meaningful advancement”, giving parents “practical tools when they need them most”.
“This isn’t just about convenience… It’s about recognising the realities of modern parenthood and removing unnecessary barriers to good healthcare,” he said.
“From offering timely, advice about feeding and weaning in those first months to providing guidance about adolescent mental health years later, this digital companion adapts to your family’s changing needs.”
Where the plan “falls short” on women’s health
The plan’s proposals for maternity care have been welcomed by the Royal College of Obstetricians and Gynaecologists (RCOG), with many women not receiving the “personalised, high-quality care they deserve”.
However, president, Professor Ranee Thakar, has suggested it lacks clarity on how it will address many of the the issues contributing to the gender health gap.
“While the plan lays strong foundations, it falls short in pledging to eliminate the gender health gap that is costing women years of life and good health,” Prof Thakar said in statement on Thursday.
“Today’s plan must mark a move away from treating women’s health as a collection of niche issues towards offering women excellent, joined-up care across their life course, with investment in the women’s health workforce, Femtech and research.”
Despite the fact that one in three women in the UK will suffer from a reproductive or gynaecological problem, less than 2.5 per cent of publicly funded research is dedicated solely to reproductive health.
Thakar added: “A huge opportunity may be missed without a clear focus on delivering better for women. We would like to see the Women’s Health Strategy for England reset quickly, to work alongside the 10-Year Plan in driving improvements in women’s health access, experiences and outcomes, particularly for minority ethnic women and those in the most socially deprived areas.”
The Women’s Health Strategy, developed and published in 2022, promised to address the inequalities in the health and care system, by providing better care for menstrual and gynaecological conditions, expanding women’s health hubs, improving maternity care and accelerating research into women’s health.
Some have been critical of the roll out of the strategy, accusing the former Conservative government of using it as a “short-term vote winner” and failing to fund it properly. A total of £25m was allocated to fund one-stop-shop women’s health hubs across the country for two years, compared to £240m which was spent on the Rwanda deportation scheme.
The role of women’s health hubs
The RCOG has called for the acceleration of women’s health hubs, which its believes could play a “crucial role” in establishing the neighbourhood care model which Streeting has promised in his 10-year plan.
Hubs bring healthcare services together, making the referral process easier and allowing women to see see different specialists, therapists and diagnostic teams under one roof, which can be beneficial for those managing complex symptoms or chronic health issues.
However according to Dr Nikki Kanani, a GP specialising in women’s health and a former director of primary care for NHS England, many are still in the pilot stage and services are stretched due to a lack of healthcare professionals trained in women’s health.
“What we need to do is follow through on the commitment of the strategy, to understand what good looks like and invest in scaling that,” she tells Femtech World.
“We need to treat hubs as a core part of the system, not just a side project,” she tells Femtech World.
“We need to understand what good looks like and invest in scaling that. That needs to be clearly set out with nationally-protected funding and ICB accountability. We need to upscale across primary care, we need roles that reflect the breadth of the knowledge that’s needed, and we need protected time for clinicians to work in these spaces.”
Dr Kanani also believes hubs also need to move beyond focusing on reproductive issues to other areas of healthcare where women are traditonally “dismissed” and “deprioritised”, such as cardiovascular care and mental health services.
Alongside this, incentivised targets for gender and ethnicity gaps in diagnosis, referrals and outcomes, as well as system-wide women’s health leads, could be practical next steps to ensure women’s health is prioritised across the NHS, Dr Kanani says.
Increased investment in private innovators
The government has promised to embrace technologies such as AI, genomics, wearables and robotics, to improve clinical outcomes and reduce clinician workload, which could see a shift towards more public-private partnerships in the NHS and more investment in private innovators.
Dr Kanani says this would be “welcome”, but innovators seeking NHS partnerships, especially in the women’s health space, will need to consider factors such as regulator requirements, responsible data-gathering and the practicalities of training clinicians.
“Any femtech company innovating a point of care solution should be thinking not just of their tool, but also how their tool improves decision-making, documentation and communication, she says.
“We can roll out thousands of tools, but frontline clinicians are understandably time-poor. Part of your job as a responsible innovator, is to say ‘here is my solution, let’s train you and make sure it’s easy to use and deploy’.”
Equity needs more than strategy
The promises of the 10-year plan are bold and ambitious, but how effective it will be— especially for women— remains to be seen.
A planned chapter explaining how the proposed changes would be delivered was not published alongside the rest of the plan on Thursday, and is now expected later this year.
Dr Kanani says how the plan is delivered will be crucial in determining how far it goes to improve women’s healthcare.
“There are some important steps in the 10-year plan, but health equity for women, particularly those from minoritised, marginalised and underserved communities, won’t be achieved through strategy alone. We need a really deep, system-wide culture shift,” she says.
“Equity needs more than just the narrative of equal access, it needs tailored design. Care models, research, workforce, all need to be actively built around these women and communities.”
Dr Kanani adds: “It could be transformational for women, but only if it’s designed intentionally around the realities of women’s lives.”
Ki-67, a protein used to measure tumour growth, may also help prevent chromosome errors that drive cancer, a study suggests.
The findings could change how scientists view Ki-67, a marker commonly used in breast cancer and other tumours to assess how quickly cancer cells are growing.
Researchers found the protein may help preserve genome stability by maintaining the structural integrity of centromeres, key parts of chromosomes that help ensure DNA is shared correctly during cell division.
The research was led by professor Paola Vagnarelli at Brunel University of London in collaboration with scientists at the University of Edinburgh and the Technical University of Berlin.
Professor Vagnarelli said: “Doctors already measure Ki-67 to see how aggressive a cancer might be. But our results suggest it is actually helping maintain genome stability.
“That means it may be more than a marker. It could potentially also be a therapeutic target.”
The study examined three proteins that attach to chromosomes during cell division and help rebuild the molecular system that tells each new cell what kind of cell it is.
Every human cell carries identical DNA. What makes a liver cell different from a brain cell is which genes are switched on and which are kept inactive.
When a cell divides, that entire system of switches must be rebuilt. The three proteins involved in this process were Ki-67, Repo-Man and PNUTS.
Vagnarelli’s team developed a method that individually removes each protein from a living cell at the precise point of division. Older techniques could not isolate that moment cleanly.
They found that cells rely on all three proteins to reset themselves after division, but each failed in a different way when removed.
Without PNUTS, gene activity spiralled out of control and thousands of genes switched on at once.
Without Repo-Man, cells escaped safety checkpoints that usually stop damaged or abnormal cells from continuing to divide.
“What we didn’t expect was how clean the separation was,” said Vagnarelli.
Each protein fails in its own specific way. There is no redundancy, no safety net. Which means there are three separate points at which this process can go wrong.
“When the system breaks down, cells can emerge with the wrong number of chromosomes. That condition, called aneuploidy, is seen in disorders such as Down syndrome and in many cancers.
“We also found that these chromosome errors can trigger inflammatory signals inside the cell.”
Aneuploidy means a cell has too many or too few chromosomes, which can disrupt normal growth and function.
Inflammatory signals are chemical messages that can make a cell behave as if it is responding to injury or infection.
“These cells behave almost as if they are under attack,” said Vagnarelli.
“The immune response switches on because the genome is unstable.
“That link between chromosome imbalance and inflammation could help explain patterns we see in several diseases.”
The researchers said the findings may help cancer scientists better understand how chromosome instability, loss of gene regulation and cells dividing before they are ready contribute to tumour growth.
They said understanding the normal machinery that prevents these errors may help researchers find ways to push cancer cells into making mistakes they cannot survive.
“We now have a clearer map of the machinery that resets the cell after division,” said Vagnarelli.
“That knowledge gives us a starting point for thinking about new therapeutic approaches.”
After more than a decade of campaigning, doctors around the world have agreed to rename polycystic ovary syndrome (PCOS).
It is hoped the new name, polyendocrine metabolic ovarian syndrome, or PMOS, will help end the misconception that the condition is all about cysts, which campaigners say has contributed to missed diagnoses and inadequate treatment.
The condition affects one in eight women, or 3.1m women and girls in the UK, and is linked to hormone fluctuations that can affect weight, mental health, skin and the reproductive system.
The renaming was spearheaded by UK patient charity Verity alongside Professor Helena Teede, director of Melbourne’s Monash Centre for Health Research and Implementation.
It followed 14 years of consultation with clinicians and patients around the world.
The new name was published in a consensus statement on May 12 and announced at the European Congress of Endocrinology in Prague.
The paper states that PCOS should now be referred to as PMOS.
“This is a landmark moment that will lead to desperately-needed worldwide advancements in clinical practice and research,” said Professor Teede.
“It was heart-breaking to see the delayed diagnosis, limited awareness and inadequate care afforded those affected by this neglected condition.”
When doctors first named PCOS in 1935, they thought it was mainly caused by physical changes to the ovaries.
Decades of research have since changed that understanding, with clinicians now agreeing the condition is far more complex.
“What we now know is that there is actually no increase in abnormal cysts on the ovary and the diverse features of the condition were often unappreciated,” Professor Teede added.
“A name change was the next critical step towards recognition and improvement in the long term impacts of this condition.”
The exact cause of the condition is still unknown, though it is thought to be linked to abnormal hormone levels and is associated with insulin resistance and raised levels of testosterone and luteinising hormone.
Insulin resistance means the body does not respond properly to insulin, the hormone that helps control blood sugar. Luteinising hormone helps regulate ovulation.
Common symptoms listed by the NHS include irregular periods or no periods at all, difficulty getting pregnant, excessive hair growth, weight gain, thinning hair, oily skin and acne.
Campaigners have acknowledged that the name change could cause temporary confusion.
“Despite decades of tireless advocacy to improve awareness, we recognised that the risk of change would be worth the reward,” said Rachel Morman, chairwoman of Verity.
“This shift will reframe the conversation and demand that it is taken as seriously as the long-term, complex health condition it is.”
It is also unclear if, or when, the NHS will change the language it uses.
An NHS England spokesperson said: “We routinely review and update content on the NHS website to ensure it reflects the latest clinical advice and will carefully consider these recommendations.
“The NHS will also continue our work to improve women’s healthcare, including for this important group, which involves giving women more choice over their care, bringing down waiting times, and delivering more care in communities.”
News
The RESIL-Card tool launches across Europe to strengthen cardiovascular care preparedness against crises
By Women As One
Women As One is proud to have contributed to the development of the RESIL-Card tool as an active Advisory Board member, ensuring that gender equity and the perspectives of women cardiologists were embedded from the outset.
Through strategic input on the project’s design, formal support of its EU4Health funding application, and ongoing participation in advisory activities, Women As One has helped shape both the direction and implementation of this initiative.
By amplifying awareness, facilitating engagement from our global community, and advocating for inclusive representation, we have worked to ensure that RESIL-Card reflects the diverse realities of cardiovascular care and supports more equitable, resilient health systems in times of crisis. Read more about our involvement here.
On the European Day for Prevention of Cardiovascular Risk (March 14), the RESIL-Card consortium proudly announces the official launch of the RESIL-Card tool, a free online resource designed to help hospital cardiovascular professionals and other stakeholders assess and strengthen the resilience of their care pathways — ensuring that lifesaving care remains accessible even during times of crisis.
Available now at https://www.wecareabouthearts.org/resil-card/online-tool/, the RESIL-Card tool offers a structured self-assessment framework for evaluating the preparedness of cardiovascular services and identifying concrete actions to maintain continuity of care when health systems face disruption.
“Cardiovascular care must remain uninterrupted regardless of the challenges health systems face,” said Professor William Wijns, Research Professor in Interventional Cardiology, University of Galway, Ireland, and We CARE – RESIL-Card Coordinator.
“The RESIL-Card tool provides healthcare teams with a practical way to assess preparedness, identify improvement opportunities, and ultimately ensure that patients continue to receive lifesaving care when it matters most.”
Why the RESIL-Card tool was developed
Cardiovascular diseases remain the leading cause of death in Europe, making the continuity and resilience of care pathways a public health priority.
Despite advances in diagnosis and treatment, recent crises – from pandemics to geopolitical instability – have exposed the vulnerability of healthcare systems.
In today’s increasingly uncertain health landscape and global environment, proactive preparedness is no longer optional – it is essential.
The RESIL-Card tool was developed as part of an EU4Health-funded initiative to support organisations providing lifesaving cardiovascular care in strengthening their preparedness, improving coordination, and safeguarding patient outcomes in times of disruption.
The initiative focuses on practical resilience strategies to help health systems anticipate challenges rather than simply react to them.
“Healthcare systems today operate in an increasingly complex and unpredictable environment,” said Ariadna Sanz, Health Policy Manager at the Catalan Health Service (CatSalut).
“Tools like RESIL-Card help shift the focus from responding to crises toward proactively building strong, adaptable cardiovascular care pathways that protect patients over the long term.”
A collaborative and evidence-based methodology
The RESIL-Card tool is grounded in a robust, multidisciplinary development process involving cardiovascular experts, healthcare professionals, public health specialists, patient organisations, and policy stakeholders from across Europe.
Its development combined comprehensive literature reviews and analysis of existing preparedness frameworks with extensive stakeholder consultations and co-creation workshops. Real-world insights from healthcare providers and patient representatives were integrated throughout the process to ensure the tool reflects the practical realities of cardiovascular care delivery. The methodology also included iterative testing and validation phases, allowing the consortium to refine the tool and ensure it is both scientifically rigorous and practical for everyday use.
“From the outset, RESIL-Card was co-created with clinicians, patient representatives, and health system experts to ensure it reflects real-world practice,” said Professor Niek Klazinga, Em. Professor of Social Medicine, Amsterdam University Medical Centre / University of Amsterdam.
“The result is a tool that combines scientific rigour with practical usability, enabling healthcare teams to translate resilience concepts into concrete action.”
What the RESIL-Card tool is and how it works
The RESIL-Card tool is a practical online self-assessment instrument designed for use by a multistakeholder resilience team led by cardiovascular care providers.
Through a structured four-step process, including a questionnaire and guided analysis, users assess the preparedness and resilience of their cardiovascular care pathways and gain a clear understanding of how well their services can maintain care continuity during periods of disruption.
The assessment process helps teams identify existing strengths as well as potential gaps in service delivery.
Based on the responses provided, the tool offers tailored recommendations and examples of best practices to support improvement.
These insights can then inform strategic planning, helping organisations prioritise actions that reinforce care continuity, strengthen patient safety, and optimise the long-term sustainability of cardiovascular services.
Benefits for Key Stakeholders
For healthcare professionals and organisations delivering cardiovascular care, the RESIL-Card tool provides a structured way to strengthen preparedness and crisis-response capacity.
By helping teams assess their existing systems and identify areas for improvement, the tool supports better coordination across services and clinical disciplines.
It also facilitates evidence-based planning and quality improvement initiatives, enabling healthcare organisations to enhance their operational resilience while maintaining efficient and manageable care processes.
“By promoting awareness about strengths and limitations of each system, the RESIL-Card tool will help physicians to understand where improvements are needed and strengthen coordination and planning to face crises,” said Doctor Alfredo Marchese, Chief of Interventional Cardiology Department at Santa Maria Hospital, Bari, Italy and President of the Italian Society of Interventional Cardiology (GISE).
For patients and patient organisations, the RESIL-Card tool contributes to improving the reliability and continuity of essential cardiovascular care.
By encouraging healthcare providers to proactively address vulnerabilities in care pathways, the tool helps promote uninterrupted access to diagnosis, treatment, and follow-up services.
It also supports a more patient-centred and equitable approach to care delivery, encouraging collaboration and transparency in preparedness planning.
Ultimately, these improvements can contribute to better health outcomes and increased safety for people living with cardiovascular disease.
“For people living with cardiovascular disease, continuity of care is not optional — it is essential,” said Teresa Glynn, Senior Executive Strategy & Partnerships at Global Heart Hub.
“By helping healthcare providers strengthen preparedness, RESIL-Card supports more reliable and equitable access to treatment and greater confidence for patients and their families.”
At the European level, the RESIL-Card initiative contributes to a shared effort to strengthen the resilience of health systems.
By providing a common framework for assessing and improving preparedness, the tool encourages cross-border learning and facilitates the exchange of best practices among healthcare providers and policymakers.
It also aligns closely with European Union priorities on health system preparedness, crisis response, and sustainability.
By helping healthcare organisations identify vulnerabilities and implement practical resilience measures, the RESIL-Card tool can support efforts to reduce inequalities in access to high-quality cardiovascular care across EU Member States.
“Strengthening the resilience of cardiovascular care is a shared European priority,” said Rachel Kenna, Ireland’s Chief Nursing Officer at the Department of Health.
“While the RESIL-Card tool has not yet been tested in an Irish setting we look forward to seeing how it can support the development of more sustainable and prepared healthcare systems.”
Call to Action
Cardiovascular care providers and other healthcare professionals are encouraged to explore the RESIL-Card tool at https://www.wecareabouthearts.org/resil-card/online-tool/.
By using it to assess their cardiovascular care pathways, they will identify areas where resilience can be strengthened and ensure that essential services remain accessible during times of disruption.
Patient organisations also play an important role in this effort. By engaging with healthcare providers and policymakers, they can help promote the use of the tool and ensure that patient perspectives are meaningfully incorporated into preparedness and response planning.
Policymakers and health authorities are invited to support the adoption of the RESIL-Card tool within regional, national and European strategies aimed at strengthening healthcare system resilience.
Integrating the tool into policy frameworks can help safeguard access to essential cardiovascular services and enhance the ability of health systems to respond effectively to future challenges.
Learn more about Women As One at womenasone.org
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