Introduction We know what should be done, so why don't we do it?1 There is no shortage of documents produced in the last 20 years addressing the essentials of good diabetes care. Despite this, the evidence demonstrates that the care experienced by too many people with diabetes falls short of the minimum standard expected. The latest National Diabetes Audit data for England and Wales shows that the rate of improvement in delivery of care processes and of achieving targets has slowed.2 The guidance aimed at commissioners and providers is not mandatory and has had limited impact. There are many reasons for this – a lack of political will, a fractured diabetes leadership, vested interests and financial constraints have all been suggested, as well as resistance to innovation and a variable appetite for sharing and implementing best practice. There is general agreement that the Quality and Outcomes Framework has delivered what it can for diabetes, and other quality levers are needed to take performance to the next level. Planning is difficult when the organisations commissioning services are themselves subject to re-organisation. One could argue that the latest top-down reorganisation of the NHS in England set back the cause of diabetes care. NHS Diabetes was dismantled; it became unacceptable to talk about diabetes – a single chronic disease – except as a generic long-term condition. It has taken several years of sustained argument by organisations representing patients, carers and healthcare professionals to get diabetes seen correctly as a priority. Offering NHS contracts to any willing provider while excluding local specialists from commissioning discussions because they have conflicts of interest is another perverse consequence of how the legislation is being interpreted. Although Scotland, Wales and Northern Ireland have been spared this particular upheaval, the NHS in these countries is facing the same financial crisis and a supply versus demand mismatch as the prevalence of type 2 diabetes in particular continues to rise. Each administration has produced a diabetes strategy and a modest amount of dedicated funding.3–5 The only game in town for the NHS in England was articulated before the last general election in Simon Stevens’s Five Year Forward View, which secured additional funding in return for a transformative change to the way we do things.6 At its core is a fundamental push towards service re-design, acknowledging that the traditional model of primary care generalists referring to secondary care specialists for each disease is neither sustainable nor good care. Delivering the vision requires action on several fronts – reducing demand by prevention, harnessing the purchasing power of the NHS through better procurement and working differently in partnership with stakeholders.7 The national Type 2 Diabetes Prevention Programme underway in England is the beacon project seeking to address spiralling demand. A national approach to procurement of diabetes technology including glucose monitoring and insulin pumps is attractive, providing patient choice is not overly-constrained. Re-designing services to be more effective and cost-effective is, however, not something that is best managed at a national level.
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