About us

What we do

Our function

As the single representative body for independent sector healthcare providers, IHPN’s functions and services focus on six key areas:



  • Representing the sector to government.
  • Promoting the safety and quality of patient services delivered by the sector.
  • Promoting the nature and contribution of the sector’s work.
  • Showcasing case study examples of the impact that members’ services have on patient care.
  • Proving a voice for the sector across print and broadcast media.
  • Providing a voice for the sector with government covering No.10, government departments and arms length bodies/regulators.
  • Providing a voice for the sector with Parliament including providing written and oral evidence to Select Committees and All Party Groups.
  • Providing a voice for the sector in promoting PMI to individuals and employers.
  • Championing the sector’s innovation and expertise.


  • Lead sector-wide responses to government consultations and provide informal feedback to government on emerging policy trends.
  • Develop proactive policy positions on relevant issues including, but not limited to:
      • ‘purchaser/provider split’ in the NHS
      • patient choice across self-pay and NHS
      • efficiency/funding
      • accountable care systems/population health management
      • workforce and safety/quality.
  • Using data to make a credible case on relevant policy issues.
  • Tell a positive story about the innovation and technology capabilities of members.

Regulatory interface:

Being the point of contact for regulatory bodies to assist in:

  • Understanding and inspecting independent healthcare sector providers, and revalidation.
  • Regulating the independent healthcare sector via the NHS provider licence, enforcing the procurement, choice and competition rules, implementing the 2015 Spending Review commitment on promoting NHS/private sector partnerships and setting the NHS tariff.
  • Ensuring that the independent sector workforce is captured in their annual planning cycle.
  • Managing system interface issues such as e-referrals and the summary care record.
  • Engagement in reviews affecting the sector.


  • Building on the success of IHPN’s two annual conferences, we would maintain the annual Partnerships Summit, aimed at both an independent sector and an NHS audience.
  • A single annual event aimed at the independent healthcare sector to hear about domestic and international best practice and to debate and consider the big issues of the day.
  • Running regular member events/dinners with senior figures from across healthcare including government Ministers and senior NHS leaders.
  • A greater number of workshops on technical issues.
  • Running our forums and groups:
      • Clinical Forum
      • Finance Forum
      • HRD Forum
      • Digital Leaders Group
      • Communications Group.
  • Running our sector-groups:
      • Hospitals
      • Primary and Community Care Providers
      • Pathway Partners.


  • Continue to produce, disseminate and utilise our quarterly Headline Indicator Set covering volume, performance, patient satisfaction, CQC and patient outcome data.
  • Continue to produce and disseminate IHPN’s monthly NHS acute elective volume data.
  • Continue to produce and disseminate IHPN’s annual independent sector workforce data, drawn from Health Education England’s workforce minimum dataset, and seek to include data on purely private pay providers within that dataset.
  • Continue to produce and disseminate the bi-weekly tender monitoring service for all members.
  • Following consultation with relevant members considerably extend the data available on NHS primary/diagnostic/community services and private pay activity.
  • Liaise with PHIN over the data produced for the private pay market.

Information and intelligence:

  • Expand the range of topics covered by IHPN’s monthly newsletter to ensure relevance across an expanded marketplace whilst retaining relevance for the whole sector.
  • Continue to circulate periodical ad hoc updates and on-the-day briefings to members on intelligence gleaned as well as continue to circulate Board meeting minutes and the Chief Executive’s report to all members.
  • Develop a bi-annual stakeholder and public perception audit of the sector to inform members of how IHPN and the sector collectively is viewed.
  • Develop a tailored resource programme focused on specific operational issues such as NHS provider licence registration or an introduction to the sector for members’ executive teams and Boards.
  • Where appropriate, partnering with the national NHS bodies on national procurements to help bring opportunities to market.
  • More data collected on what patients want from their healthcare services.