This Cervical Cancer Prevention Week, we are reflecting on the importance of making life-saving screenings accessible to everyone, regardless of where they live. The NHS 10-Year Plan highlights the need to shift care into community settings to better serve local populations, and our recent collaboration with GP Pathfinder Clinics shows exactly why this approach works. Tackling the Challenge Head-On In 2024, the cervical screening uptake for GP Pathfinder Clinics sat at approximately 22%. Recognising that this was far below the national average of 68% and even regional averages like North West London (60%), we launched a targeted project to bridge the gap. By using CHEC community hospitals in New Cross and Ilford to host clinics, we added vital capacity to the local healthcare system. The goal was simple but ambitious: bring the service to the patient and tackle health inequalities through integration. Results That Speak for Themselves By 30 July 2025, the results of this collaborative effort were remarkable. GP Pathfinder Clinics did not just meet the 30% conversion benchmark—they shattered it, supported by CHEC’s infrastructure designed to deliver care closer to home: CHEC New Cross – GP Pathfinder Clinics contacted 440 patients, resulting in 209 bookings. This 47.5% conversion rate is more than double the previous performance—a 115% increase over the previous year. CHEC Ilford – GP Pathfinder Clinics contacted 628 patients, leading to 243 bookings. The 38.7% conversion rate achieved here is over 70% higher than the NHS baseline. Why Community-Focused Care Matters The success of this initiative wasn’t just about extra clinic space; it was about proactive outreach. Muna Bulaleh of Mollison Way Surgery noted that the combination of SMS campaigns, proactive recall calls, and bringing services closer to the community made a measurable difference. “The NHS has committed to not letting spare capacity go to waste… delivering outcomes for patients is the most important thing. This initiative is a great example of how we can work in collaboration… to deliver real impact.” — Professor Des Breen, CHEC Chief Medical Officer Looking Forward We are committed to supporting the NHS and local communities, whether that be in supporting cervical screening initiatives, or providing our facilities for other activities. If you or your Trust are in need of assistance in any activity and would like to know more, click here (https://chec.uk/for-professionals/nhs-partnerships/) By working together, we can ensure that essential health services are accessible, helping more people get the care they need closer to home. We are delighted to confirm that CHEC has been selected as the winner of the award for Best Specialist Care Provider in the highly competitive Health Care Awards at the prestigious UK Business Awards. This is a significant recognition of the dedication, commitment, and hard work of every single member of the CHEC family. Winning this coveted accolade is a testament to the high-quality, patient-centred care we strive to deliver across our services every single day. It validates our ongoing commitment to excellence in specialist healthcare and our mission to provide exceptional clinical outcomes and accessibility for all patients. “This is a fantastic and well-deserved endorsement for every single colleague at CHEC and for the patient-centric model we champion,” said Matt Currall, Deputy CEO of CHEC. “Winning ‘Best Specialist Care Provider’ is a powerful validation of our belief that the independent sector is a crucial partner to the NHS. It confirms that our efforts to deliver high-quality, accessible and specialist care are making a tangible difference in easing pressures on the health service and, most importantly, significantly reducing waiting times for patients across the country. We are immensely proud that our commitment to clinical excellence has been recognised at such a prestigious level, and it motivates us to continue innovating and strengthening our partnership with the NHS to ensure every patient gets the timely care they deserve.” We would like to extend our sincere thanks to the judges and the UK Business Awards for this incredible honour. This achievement fuels our ambition to continue innovating and setting the standard for specialist care across the United Kingdom. A huge thank you to the whole CHEC team and of course to our patients! We couldn’t have done it without you. Learn more about our specialist care services here. As the festive season arrives, it provides a wonderful opportunity to pause and look back on what has been a truly remarkable year for CHEC. From expanding our clinical reach to receiving national recognition for our workplace culture, 2025 has been defined by growth, excellence, and a shared commitment to our patients. None of these achievements would be possible without the trust of our patients, the collaboration of our partners, and the tireless dedication of the entire CHEC family. Expanding Our Care This year, we took significant steps to ensure that high-quality, community-based healthcare is more accessible than ever. We were proud to: Launch our Dermatology service, bringing specialist skin care to the heart of the community. Launch our ENT (Ear, Nose, and Throat) services, addressing vital patient needs. Extend our Gastroenterology service, further strengthening our diagnostic and treatment capabilities. Celebrate a milestone in the North East, where our Newcastle Gateshead site welcomed its 5,000th patient. Making a Measurable Impact The scale of our work this year reflects our mission to reduce waiting times and provide efficient, compassionate care. Across our community hospitals, we have achieved: AchievementImpact in 2025Total Patient Appointments514,024Total Patients Treated219,252CPD Points Awarded5,905University Placement Days531 Beyond the numbers, our presence in the wider healthcare community remained strong. We hosted 32 events and exhibited at 27 others, ensuring we stay at the forefront of clinical innovation and professional development. Award-Winning Excellence We are incredibly proud that our efforts to provide a world-class environment for both patients and staff have been recognised by prestigious bodies. This year, CHEC was honoured with: Best Specialist Care Provider 2025 at the Business Brilliance & Healthcare Awards. HSJ Independent Healthcare Provider Shortlist for Best Provider of Community and Primary Care. Three People Awards: Accreditations from Great Places to Work, Thrive at Work, and Investors in People. These accolades are a testament to our team’s hard work and our belief that a supported, engaged workforce is the key to delivering outstanding patient outcomes. Looking Ahead to 2026 As we step into the new year, our commitment to delivering excellent healthcare remains steadfast. We look forward to another year of clinical advancements and improving lives through our core specialisms in Ophthalmology, Dermatology, ENT, and Gastroenterology. To our colleagues, partners, and patients: thank you for being part of our journey. We wish you a healthy and happy festive period and look forward to continuing to make a difference together in 2026. By Professor Des Breen, Chief Medical Officer When we talk about the future of healthcare, the conversation too often focuses narrowly on capacity – how to cut waiting times, clear backlogs, and meet rising demand. While those challenges are very real, they are only part of the picture. True sustainability in our health system will come from embedding quality and equity into everything we do, ensuring that every patient, in every community, receives care which is not just timely, but excellent. Commitment to Quality For independent providers like CHEC, this is not about operating separately from the NHS but about working within the same ecosystem, in partnership, to deliver better outcomes for patients. Our commitment is to quality first and foremost. In 2024/25, more than 71,000 patient feedback surveys were collected, and 98% of patients told us they were satisfied or very satisfied with their care. Outcomes across all our specialities are consistently better than the national averages, and 99.7% of patients said they would recommend our services to family or friends. This focus on quality care is the foundation of everything we do. Accessibility and Equity Accessibility is equally important. Our community-based model conceives of services as hubs and spokes – with CHEC’s multi-specialist local clinics supporting central NHS hub hospitals – located in underserved areas, designed with careful consideration for transport, mobility, language, and local demographics. This means we are not just increasing capacity but actively addressing health inequalities. Case Study: Increasing Cervical Screening Uptake A recent partnership with GP Pathfinder Clinics illustrates the impact of this approach. In 2024, GP Pathfinder’s overall practice uptake for cervical screening was just 22%. To change this, we worked together to launch a targeted initiative, using our community hospitals in New Cross and Ilford to host clinics that were easier for patients to access. The results have been remarkable. By July 2025: New Cross: 400 patients were contacted, resulting in 209 bookings – a conversion rate of 47.5%. That’s a 115% improvement on previous performance. Ilford: 628 patients were contacted, leading to 243 bookings and a 38.7% conversion rate – a 76% increase on the baseline, and over 70% better than the NHS average. For patients, this meant fewer barriers to accessing essential screening, earlier detection of potential health concerns, and greater confidence in their local healthcare services. These outcomes demonstrate what’s possible when healthcare is delivered at the heart of communities, tailored to the realities of the people who live there. Embedding Inclusion in Care Quality also means inclusion. In 2024, we began enhancing our services for patients with learning disabilities and autism, drawing on feedback from patients, carers, and staff who had completed Oliver McGowan Training, the Government’s standardised programme designed to improve awareness and understanding of the needs of people with learning disabilities and autism. In partnership with Mencap, we introduced Inclusion Consultants into our “15 Steps Challenge” programme, walking the patient journey to identify where inequalities arise and how to address them. Their feedback has led directly to changes in how we design our environments and patient information, including the creation of cartoon-based materials that are more accessible. This is a clear example of how inclusive design can, co-created with those who use our services, lead to better outcomes and greater equity. Flexible, Multi-Speciality Care What sets CHEC apart is our ability to provide this care across multiple pathways. Unlike single-service providers tied to long contracts, our multi-specialty model means we can flex according to local need, whether through endoscopy, dermatology, ENT, gastroenterology, or cataract services. This approach gives NHS Trusts and ICBs the ability to work with one delivery partner across multiple specialities, ensuring consistency and continuity for patients while directing capacity where it is more urgently required. All of this is evidenced through our Annual Quality Report, which provides transparent, data-driven results that commissioners and communities can rely on. Working in Partnership with the NHS The NHS will always remain at the centre of acute and complex care, but the ecosystem that supports it thrives when independent partners contribute high-quality, community-based services. By investing in modern facilities, embedding inclusion into service design, and focusing relentlessly on patient experience, we strengthen the health system as a whole. Crucially, this is not about building a parallel structure but about integration – our services are free at the point of use, aligned with NHS pathways, and co-created with local commissioners and communities. The challenges facing the NHS are immense, but the opportunities are equally significant. By working collaboratively, embracing innovation, and putting quality first, we can build a future where every patient, regardless of background or circumstance, can access the care they need. At CHEC, we are proud to play our part: investing in communities, supporting the NHS, and helping to create a healthcare ecosystem that is stronger, more equitable, and more sustainable. You may also be interested in…Strengthening the NHS Ecosystem: How Independent Partners Can Help Build Sustainable Community Care By Professor Des Breen, Chief Medical Officer, CHEC Drawing on his extensive experience at the forefront of clinical governance and system transformation, and in light of the NHS…Read moreIndependent, Integrated, Agile: The Growing Role of the Independent Sector in Supporting the NHS By Matt Currall, Deputy CEO By Matt Currall, Deputy Chief Executive Officer A Consensus for Integrated Public Services Having spent last week meeting with some key contacts in London and having valuable conversations…Read morePrioritising Partnership: The Independent Sector’s Role in Delivering on the Aims of the NHS 10-Year Plan CHEC: Prioritising Partnership for a Healthier NHS The recently published NHS 10-Year Plan , lays out a welcome path forward for continuing the strong and essential partnership between…Read more By Professor Des Breen, Chief Medical Officer, CHEC Drawing on his extensive experience at the forefront of clinical governance and system transformation, and in light of the NHS 10-Year Plan and the recent speech by Alan Milburn, CHEC’s Chief Medical Officer, Professor Des Breen, offers his perspective. Professor Breen is dedicated to exploring the most pressing challenges and exciting opportunities in UK healthcare. From the evolution of integrated care to the future of patient safety, exploring innovative solutions and shares insights aimed at building a better healthcare landscape for all. Read more about Professor Des Breen Strengthening the Healthcare Ecosystem When Alan Milburn spoke recently about the NHS being an “ecosystem,” he captured a truth that is rarely articulated by either health professionals or the public. As a former Health Secretary and now Board Member at DHSC, Alan knows more than most that our health system is not a monolith, but a network of providers, partners, and professionals, all contributing in different ways to patient outcomes. The future of healthcare therefore lies in strengthening this ecosystem, making it more resilient, more responsive, and more sustainable. For independent providers like CHEC, this is not about standing apart from the NHS or competing with it. It is about working within the ecosystem, together with NHS colleagues, convened by DHSC, to expand capacity, reduce pressure on acute services, and deliver care closer to home. A Proven Model of Partnership, Not Competition Much of the public, political and media conversation around the independent sector frames us as being somehow in competition with the NHS. That misses the point. Companies like CHEC exist to support NHS delivery, aligning with NHS values and standards, while offering the flexibility and agility to respond to local need at pace. In fact, many of the most familiar parts of the NHS are already built on this model of partnership. GP practices, high street optometrists, and community pharmacies are all independent organisations. It enables them to innovate, to be close to their communities, and to meet patient needs swiftly, while still operating within the NHS ecosystem. That normalised form of collaboration shows how independence and integration can coexist. Independent providers like CHEC are simply extending that same logic across new areas of care, bringing additional capacity into the system without creating competition, the most efficient and effective way of doing this is through a multi-specialism model. Flexible Capacity Through a Multi-Specialism Model Currently the health service finds itself tied to long contracts with single-service providers who, once that specific backlog is dealt with, are still on the NHS’s books despite having relatively little activity. By comparison, our multi-specialism model means we can provide extra capacity where it is most needed, support by our own national premises and employed clinical workforce, whether through additional endoscopy lists, support for cervical cancer screenings, or community-based dermatology and ENT clinics. This helps reduce waiting times and improve patient access without drawing resources away from the NHS. By flexing with local demand, we allow Integrated Care Boards (ICBs) and NHS Trusts to work with one delivery partner across multiple pathways and support the health service wherever its pain points may be, while ensuring consistency, quality, and joined-up care for patients. Investing in Infrastructure, Reducing the NHS Burden The NHS is facing a backlog in estates maintenance that runs into the billions. For Trusts and ICBs, this presents a stark challenge: how to expand and modernise the capacity when capital budgets are already stretched thin. CHEC helps alleviate that burden. Our model takes on the capital risk of delivering modern, fit-for-purpose facilities in community locations, at no cost to the NHS. By investing in agile, operational sites ourselves, we can launch services within 16 weeks of signing a lease, in accessible locations, without requiring NHS capital spend. This approach is not only efficient but sustainable, supporting the long-term shift of care into the community that both the NHS 10-Year Health Plan and Integrated Care Systems are designed to deliver. An Integrated Future Based on Strategic Partnerships The 10-Year Health Plan explicitly calls for value-based and strategic partnerships that focus on collaborative models. To really move the dial, the ecosystem must embrace these kinds of partnerships for the medium and long-term, shifting emphasis from short-term, 12-month operational cycles towards prevention, earlier intervention, and community health management. As Milburn’s framing suggests, an ecosystem thrives on diversity, integration, and mutual support. NHS hospitals will always remain at the heart of acute and complex care. Independent partners like CHEC strengthen the surrounding network, delivering routine, high-quality care in the community, freeing up hospital resources, and improving access for patients. Crucially, this is not about creating parallel systems; it is about integration. Our services are free at the point of use, aligned with NHS pathways, and designed in partnership with local commissioners. The result is a system that is more resilient, more equitable, and more responsive to the needs of every community. The Path Forward: Strengthening the System, Together The NHS is under immense pressure, but also at a point of opportunity. By embracing the ecosystem model and working collaboratively with independent providers, the health system can address backlogs, expand access, and deliver care in ways that are both innovative and sustainable. CHEC stands ready to play our part: investing in communities, supporting the NHS, and strengthening the healthcare ecosystem for the future. You may also be interested in…Independent, Integrated, Agile: The Growing Role of the Independent Sector in Supporting the NHS By Matt Currall, Deputy CEO By Matt Currall, Deputy Chief Executive Officer A Consensus for Integrated Public Services Having spent last week meeting with some key contacts in London and having valuable conversations…Read morePrioritising Partnership: The Independent Sector’s Role in Delivering on the Aims of the NHS 10-Year Plan CHEC: Prioritising Partnership for a Healthier NHS The recently published NHS 10-Year Plan , lays out a welcome path forward for continuing the strong and essential partnership between…Read more By Matt Currall, Deputy Chief Executive Officer A Consensus for Integrated Public Services Having spent last week meeting with some key contacts in London and having valuable conversations with Deputy Prime Minister Angela Rayner at the Local Government Association (LGA) reception, it is clear to me that there is a growing consensus around the need for locally empowered, integrated public services. As the NHS moves from planning into delivering its 10-Year Plan and the Devolution Bill moves through Parliament, the focus must now shift to how these ambitions are translated into real, local impact. The independent sector has a clear role to play in this evolution, not as an alternative, but as a delivery partner, integrated into the system, aligned with NHS values, and able to adapt to changing local needs at pace. Without this kind of partnership, our health system risks stagnation – delayed delivery, growing backlogs, and increasing pressure on already overstretched services. Aligning with NHS Ambitions: Community Care and Local Empowerment The NHS 10-Year Plan rightly focuses on delivering more care in community settings. It recognises that health needs vary regionally and that care must be shaped around the population it serves. The Devolution Bill strengthens this direction, empowering local leaders to make decisions that reflect the priorities of their communities. But autonomy alone is not enough: it must be paired with delivery models that are scalable, efficient, and responsive. Without that, the ambition behind both strategies risks falling short of impact. The Independent Sector’s Crucial Contribution That is where the independent sector comes in. We provide additional capacity that meets NHS standards, supports national goals, and is tailored to local priorities. It was greatly encouraging to hear NHS England Chair Dr Penny Dash last week acknowledge what many across the sector already feel: whether a provider is NHS or independent, we’re all part of the same healthcare ecosystem. And at the Independent Healthcare Provider Network summer drinks, CEO David Hare also raised a key point: at a time when Integrated Care Boards are facing intense financial pressure, the independent sector is playing a crucial role. Independent providers are treating record numbers of patients, entering new markets like occupational health, and achieving some of the highest quality and safety outcomes to date. I agree with David that even despite the challenges, there’s real optimism in the sector – and as the 10 Year Health Plan makes clear, no single part of the system has a “monopoly on good ideas”. The Hub-and-Spoke Model: A Collaborative Approach One of these good ideas, the new hub-and-spoke model of care, embodies the collaborative approach present in the Plan and in Dr Dash’s remarks. NHS hospitals must remain at the centre for complex or acute care. Routine assessments and procedures are delivered closer to home, improving access and reducing pressure on overstretched services. The independent sector fits into this model by offering flexible, high-quality care where the NHS can’t. We are not here to replace NHS provision, but to strengthen it through integration and local responsiveness. CHEC’s Principles and Commercial Agility CHEC’s work is underpinned by the same principles that define the NHS: care that is free at the point of use, focused on need, and responsive to patient needs. We do not represent private healthcare in the traditional sense – but rather are part of the public delivery system, contributing to patient outcomes, reducing waiting times, and delivering value to the taxpayer. Our key differentiator is commercial agility. We can adapt service models quickly to meet local needs and respond to ICB and Trust priorities. Whether than means launching services in underserved areas, scaling up to address backlogs, or adjusting our offer to align with local health strategies, our flexible, effective delivery means CHEC can move forward at the pace the delivery of the 10-Year Health Plan requires. The Devolution Bill is bringing communities one step closer to having greater control over their public services, including healthcare. Working with independent sector partners like CHEC means those communities can design accessible services that not only reflect local need but are also delivered efficiently and sustainably. CHEC Ready To Support NHS 10-Year Plan CHEC stands ready to support this future. We are already helping to bring the 10-Year Plan to life, and we welcome the opportunity to continue working with NHS partners to build a system that is integrated, responsive, and built around the needs of every community. Partner with CHEC to support the NHS 10-Year Plan. Find out more CHEC: Prioritising Partnership for a Healthier NHS The recently published NHS 10-Year Plan , lays out a welcome path forward for continuing the strong and essential partnership between the NHS and independent providers. We’re greatly encouraged by the Plan’s candid assessment of the challenges the NHS is currently facing and believe strongly in the founding principles outlined within it. Equally, it is critical to recognise the urgent need for updated models of care as the UK and its healthcare ecosystem continues to change and grow. We share the NHS’ commitment to creating a new model of care fit for the future, and know that delivering faster and better care will require the NHS and independent sector working together to achieve it. CHEC’s Dedication to Delivering NHS Care Closer to Home The Government’s focus on using independent sector capability to achieve one of its most important missions – reducing waiting times, especially in underserved areas – should be warmly welcomed by ICBs, Trusts and independent providers across the country for its pragmatic approach to improving health outcomes. We applaud the redoubling today of the commitment to “not let spare capacity go to waste on ideological grounds,” and agree that delivering outcomes for patients is the most important thing. We’re also deeply aligned with the NHS standards, tariffs, and clinical protocols outlined in the Plan, which will help deliver care without cost to patients, and without compromising on quality. We believe making care more accessible through local delivery capabilities such as the critical services we provide in our local community healthcare centres will help provide quality, timely care within NHS systems, closer to where people live. For that reason, we’re greatly encouraged by the Government’s interest in public private partnerships to deliver new local infrastructure, such as the Neighbourhood Health Centres. We stand ready to support new, innovative mediums for partnership and to continue delivering time- and money- saving technological advancements that are NHS aligned and value-focused. The 10-Year Plan rightly recognises the opportunity to reimagine outpatient care through more innovative applications of technology. Patient-initiated follow-up and virtual specialist advice are already transforming how patients receive care, improving accessibility while freeing up clinician time. By supporting these models through platforms such as the NHS App, we can improve capacity, reduce unnecessary admin time, and give patients more control over their care. Building a New Model of Care, Together At CHEC, we’re helping to deliver the next generation of NHS care: one that is proactive, digitally enabled, and rooted in communities. The 10-Year Plan takes an important step towards implementing the recommendations from the recent Independent Investigation into NHS Performance, led by Lord Darzi, in shifting the healthcare service from hospital to community, from treatment to prevention, and from analogue to digital. This model of care aligns with initiatives we’re already put into practice to deliver sector-leading care through advanced patient pathways and diagnostic technologies. We’re committed to advancing Government’s mission to expand these approaches to other specialties – and making them accessible tools for all. Innovation Through Collaboration Modern infrastructure, digital tools, and agile delivery models – especially in independent sector partners – will support these goals and bring the NHS closer to its mandate, to deliver timely and quality healthcare for all. But innovation doesn’t just come from new tools, it comes from new ways of working together, for patients and for the public. Achieving the ambitious aims outlined in the plan will require shifting our collective understanding of the independent sector from a vendor to a partner. Working together to build the UK’s healthcare capacity and delivery capability will require collaboration, and we’re committed to delivering high-quality, NHS-aligned care for all. This plan gives us a clear mandate, and we’re ready to support its delivery. Partner with CHEC to support the NHS 10-Year Plan. Find out more CHEC has been a proud partner of the NHS since 2012, working together to deliver high quality healthcare services directly within local communities. Our collaboration is designed to simplify and innovate care, making it more accessible and reducing waiting times for patients across England. Our Aim is to Bring Care Closer to Home At CHEC, we believe that your health journey should be as convenient and comfortable as possible. That’s why we’ve built a network spanning over 38 Integrated Care Boards, featuring 32 state-of-the-art hospitals and 100 community sites. Over the past year, CHEC have consulted with over 591,556 patients across our 130+ locations, demonstrating our widespread reach and accessibility. Our commitment is simple, to ensure you receive timely, expert treatment in welcoming, accessible environments right within your local community. This approach isn’t just about convenience, it’s about making healthcare truly sustainable for the NHS, by delivering the care you need closer to where you live and work. We’re here to bring high quality healthcare directly to your doorstep. Reducing Waiting Times We understand that waiting for essential healthcare can be a source of worry. That’s why our expert-led services are designed with you in mind, specifically to help reduce NHS waiting times for important procedures and diagnoses. We’re proud to offer a range of specialities, including Ophthalmology (eyecare), Gastroenterology (digestive health), Dermatology (skin conditions), and ENT (Ear, Nose, and Throat). Our dedicated teams and innovative approach ensure that we’re working tirelessly to get you seen and treated sooner. Our goal is to meet the NHS referral-to-treatment target of 18 weeks, with most ophthalmology patients being seen in a quarter of that time. We’re consistently working hard to achieve the quickest referral-to-treatment time for our patients across all our services. Your health is our priority, and we’re committed to delivering timely, high quality care to get you on the path to recovery faster. High Quality, Personalised and Professional Care At CHEC, your health and wellbeing are our top priority. That’s why our expert teams provide you with personalised and compassionate care, every step of the way. A remarkable 98.11% of patients expressed satisfaction with their care and treatment, a testament to our compassionate and expert teams. Another CHEC priority is your safety and wellbeing. In 2024/25, we successfully performed over 42,000 cataract procedures and nearly 9,000 endoscopy procedures. We are particularly proud of our cataract surgery outcomes. Our complication rate for Posterior Capsular Rupture (PCR) between April 1st 2024 and March 31st 2025 was exceptionally low at just 0.41%, which is much lower than the national average of 0.79%. This highlights our commitment to surgical precision and your safety. Furthermore, our Endophthalmitis (a rare eye infection after surgery) rate was a very low 0.019%, meeting the high standards set by the Royal College of Ophthalmologists. We work closely with your local Optometrist and GPs to ensure seamless communication and continuity of care, giving you peace of mind. You’ll have greater choice and flexibility in accessing the specialist healthcare you need, right in your community. Our strong partnership with the NHS is at the heart of our mission to improve lives by delivering timely, exceptional, patient-centred care, always focused on you. Our latest Annual Quality Report is out now. Download it below. Download 2025 AQR