19th October 2017

Delayed access to services should trigger frank debate about future health and care provision

Key hospital performance targets across the United Kingdom have been missed over the last 18 months, and a growing number of patients face difficulties in accessing primary care. Future Care Capital is calling for a frank debate about how to deliver health and care services that are fit for the future in the face of increased demand.

BBC analysis of NHS data shows that four-hour accident and emergency waiting times, cancer care treatment within 62 days and planned operations and treatment have not been met “en masse”. This follows last week’s Care Quality Commission report which said that current provision is at “full stretch” with a “precarious” future.

According to the BBC, England has seen the longest delays, missing every monthly target last year. Only Scotland has met any of its targets, reaching its accident and emergency target three times within the past 12 months. There is also substantial variation across regions and hospital trusts, and in the last year, 12 out of 135 English hospital trusts failed to meet any of these targets.

Meanwhile, a new report from the Institute for Government published today points toward an NHS which is also struggling to keep pace with the demand pressures placed upon primary care providers – saying: “In this challenging context, clinical standards and patient satisfaction are being maintained, but queues for services are growing”.[1]

Joel Charles, Deputy Chief Executive of Future Care Capital, said:

“The growing demand and demographic pressures faced by the NHS challenge traditional responses. Visits to accident and emergency departments across the United Kingdom each year have risen by a fifth in the past four years to reach 30 million, placing significant additional demand upon services. Delays to planned operations and treatments have a knock-on effect, with consequences for patients and their carers.”

“We need to revisit the co-location of emergency and elective services in our general district hospitals, and shift the balance of care away from hospitals and into communities that are properly resourced to support people in need. We also need to explore new ways in which to deliver health and care services to make the most of new technologies.”


Notes to Editors

Press contacts

For all press enquiries, please contact Joel Charles, FCC Deputy Chief Executive, at [email protected] or 07377 338322.

Joel Charles is available for Broadcast interview.


[1] Institute for Government and The Chartered Institute of Public Finance and Accountancy, Performance Tracker: a data-driven analysis of the performance of government (sourced 19th October 2017) – accessible here:

About Future Care Capital (FCC)

FCC is a charity, emerging from the sale of the awarding organisation, the Council for Awards in Care, Health and Education (CACHE), in September 2015.

Beginning life as the National Nursery Examination Board (NNEB) in 1945, the charity has evolved throughout its 70-year history and continues to have Her Majesty the Queen as its Royal Patron.

Following the sale of its awarding organisation business and assets (including the CACHE and NNEB brands) the charity has now embarked on its next chapter.

The Trustees have developed a detailed strategy for the future direction of the charity and have recently approved a 10-year business plan. The Trustees have identified the following vision, goals and aspirations that follow on from the Charity’s objects:

Charitable Objects: To promote education, training, quality and standards in care, health and education and allied disciplines.

Vision Statement: The charity will be known for being the leading independent voice for applying evidence that will advocate for and deliver a step change in health and care, including the advancement of quality and standards as well as education and training for allied professions as a sustainable charity.

Mission: Engage, educate and involve all generations in the development and delivery of unified health and care provision.

Key Beneficiaries: Those in receipt of care.

Key Goals and Aspirations:

  • Be recognised as a leading advocate and thought leader;
  • to deliver a step change in the advancement of quality and standards, education and training in care and health and allied professions; and
  • sustainably grow impact.

The charity has adopted an agile approach to delivery underpinned by an enabling internal culture and supporting systems that reflect its core values of empathy, diversity, openness and professionalism.

The charity’s core offerings are delivered through two collaborative but independent delivery vehicles:

Evidence based Advocacy – Developing new policy propositions and solutions supported by evidence-based research, stimulating debate and innovation through events, publications, projects and discussions with diverse stakeholders including the general public.

Innovation Investment Fund – In pursuance of FCC’s charitable mission, the charity will deploy its resources to identify and support innovation through the launch of a dedicated investment fund. The fund will invest in early stage technology based health and care entities with high societal benefit.

Legally structured as a charity, FCC intends to operate as a dynamic, agile and commercially aware organisation: a true social enterprise.

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