10 December 2013
– With only a minority of patients currently confident that the NHS can deliver their healthcare needs*, KPMG’s UK head of healthcare predicts that 2014 will be a year in which far-reaching changes will be made to ensure the NHS is better equipped to meet the demands of a growing and ageing population.
Focusing on the need to rebuild trust between patients and practitioners, Andrew Hine suggests that the next 12 months will be dominated by a health service taking key steps to address long-standing weaknesses across the issues of cost, quality and culture.
He says: “It is widely accepted that left untouched, and despite its relatively favoured financial protection, the NHS will hit the financial buffers within 2 years. Yet, solving this problem isn’t just a question of rebalancing budgets. It’s about addressing long standing and long evaded questions of sub-scale, high-cost, low-quality services. Many of these services are much loved but they were fit for the twentieth, not twenty-first century and their weaknesses, although widely known, are rarely discussed. 2014 will be the year when controlling costs and improving clinical quality and safety will see more action taken to address these long-standing issues than ever before. Models of care will start to change dramatically as public, private and voluntary organisations combine forces to ensure patient needs come first and the shift of care from hospitals towards primary care and home will accelerate.”
As healthcare provision is re-evaluated, Andrew also believes that lessons will be learned from the NHS’ recent past.
He says: “It’s vital to learn from - and react to - mistakes, but 2014 will also be a time when the NHS takes responsibility, more than ever before, when things go wrong. The NHS faces a stark choice with some voices calling for criminal sanctions to follow wilful failures in care. Greater openness about error and acknowledgement of failures will be essential if the service is to retain its high trust position.”
As the changes to commissioning of healthcare services heads towards its first anniversary, questions are still being asked about how the NHS can handle increasing levels of demand.
Andrew adds: “The next year is the time when, although still developing, the new CCGs must show action as well as potential. The CCGs have a critical role in reshaping care and achieving greater co-operation than ever between health and social care. 2014 can be the year when CCG leadership can see different parts of the health service come together to create a seamless health system with the patient at its centre.”
Mike Petrook, KPMG Press Office
020 7311 5271 (t), 07917 384 576 (m) or email@example.com
Notes to Editors:
* Research conducted by OnePoll for KPMG, amongst 1,003 patients in England and Wales, summer 2013.
KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and operates from 22 offices across the UK with over 10,000 partners and staff. The UK firm recorded a turnover of £1.8 billion in the year ended September 2012. KPMG is a global network of professional firms providing Audit, Tax, and Advisory services. We operate in more than 156 countries and have more than 152,000 professionals working in member firms around the world. The independent member firms of the KPMG network are affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. KPMG International provides no client services.