The government’s approach to test and trace in England – interim report

We highlight here the most significant risks and issues that NHST&T needs to address in the immediate future. It should: a) explore how to make fuller use of its theoretical maximum testing capacity each day, so that existing infrastructure and resources are efficiently employed and more of those infected with COVID-19 can be identified and their contacts traced;

Ref Page 14, paragraph 27, point a

b) plan against a range of plausible outcomes to ensure it has flexibility to respond to predictable and unexpected spikes in testing demand. Problems emerged when schools and universities reopened in September, despite a predictable spike in demand. NHST&T also needs to have contingency plans in place so it can respond to unexpected spikes in community testing, in order to provide an effective service, maintain public confidence, and ensure availability of testing for hospital patients;

Ref Page 14, paragraph 27, point b · Implemented Q1 2021/22

c) set out a clear strategy for how national and local tracing teams will work together, informed by a good understanding of local authority capacity and performance. The number of local authority-run schemes is set to increase, and NHST&T needs to be clear about how national and local services align, and who is best placed to carry out activities. It also needs to understand what local authority capacity and funding are required to deliver its objectives;

Ref Page 14, paragraph 27, point c

d) model and communicate as early as possible how changes in testing policy are likely to affect the workload of national and local tracing services. Such changes could include increased testing of certain categories of key worker and the introduction of mass testing (formerly referred to as Operation Moonshot);

Ref Page 14, paragraph 27, point d

e) take steps to increase public engagement and compliance with self-isolation. NHST&T is one of a number of bodies, alongside local authorities and the police, who can influence compliance. It must work closely with these bodies, drawing on the best public health and behavioural expertise to identify how its actions can best contribute. For as long as compliance is low, the cost-effectiveness of NHST&T’s activities will inevitably be in doubt;

Ref Page 15, paragraph 27, point e

f) take account to the maximum extent possible of value for money and normal commercial good practice as it procures new infrastructure and services. In particular, it needs to have sufficient flexibility in future contracts to allow government and contractors to respond effectively to changing requirements at reasonable cost; and

Ref Page 15, paragraph 27, point f · Implemented 01/2021

g) embed strong and sustainable management structures, controls and lines of accountability. We have noticed arrangements where accountability does not clearly align with organisational and strategic objectives in other aspects of the government’s COVID-19 response. With the creation of the National Institute for Health Protection, there is an opportunity to clarify arrangements.

Ref Page 15, paragraph 27, point g · Implemented Q4 2024/25