Autumn budget: What it means for the future of health and care delivery
Victoria Head, CEO of Archus, shares her reflections on the Autumn budget and what it means for the future of health and care.
The Autumn budget sets its intention for health and care, but can it deliver? A modest 2.4% annual spending rise comes against a backdrop of rising demand, with 7.4 million people on waiting lists and a £16 billion maintenance backlog.
The challenge is clear: will investment in neighbourhood health centres and digital transformation translate into meaningful change? And crucially, can we learn from past PPP mistakes to create partnerships that deliver flexibility, resilience, and value for patients? Success will depend on more than capital and technology; it requires clinically led design and a workforce equipped to make these investments work. Without these foundations, even the most advanced infrastructure and systems risk falling short.
Neighbourhood health centres – A chance to lead, not just build
Funding for neighbourhood care reflects the priorities of the NHS 10-Year Health Plan, reinforcing the commitment to shift care closer to communities, reduce reliance on hospitals, and deliver integrated models that put prevention at the heart of the system.
These centres have the potential to transform care delivery, bringing services closer to people, easing pressure on hospitals, and accelerating the move from reactive treatment to proactive health.
The Autumn budget sharpens the focus on how and when these centres will be delivered:
First 120 centres by 2030
Up to 50 refurbishments will be funded through the £425 million modernisation fund announced in the Spending Review 2025. This fund is designed to upgrade existing estate, improve utilisation, and modernise facilities to meet the needs of integrated care delivery.
Remaining 70 centres by 2035
These will be new builds, delivered through a blend of funding models: approximately 80% via Public-Private Partnerships (PPP) and 20% through direct public investment. All investments will be recorded on the government’s balance sheet from day one, signalling a move away from opaque PFI-style arrangements.
This is a real opportunity for the UK to set a new standard for PPP. By learning from successful models in Canada and Australia, partnerships can deliver flexibility, resilience, and value for patients. Done well, this isn’t just about avoiding past mistakes; it’s about shaping a new generation of healthcare infrastructure that is modern, adaptable, and patient-centred.
Digital funding – £300 million won’t transform without clinical leadership and workforce capability
The Chancellor’s £300 million investment in technology and digital tools is welcome, aimed at supporting NHS staff and improving productivity. However, its real impact depends on how it complements the wider £10 billion digital transformation programme.
The £10 billion plan lays the foundation for systemic change, creating interoperable systems, enabling virtual care, and embedding data-driven planning, while the £300 million investment offers an opportunity to accelerate progress with immediate upgrades.
But technology alone doesn’t deliver care. Success will largely depend on:
Clinically led design, ensuring digital solutions are rooted in patient care and clinical priorities
Workforce upskilling, building confidence and capability to use new tools effectively. Studies from Springer and WHO highlight that digital adoption fails without structured training and cultural readiness.
When aligned in this way, digital investments can reshape services and unlock efficiencies that improve patient outcomes.
Closing perspective
The Autumn budget sets out a plan for investment but plans alone won’t deliver change. Real progress depends on integration: neighbourhood health centres designed around care delivery, digital programmes clinically led and supported by workforce capability, and partnerships that learn from past PPP mistakes to deliver resilience and value.
At Archus, we make these connections. We combine strategic advisory, digital enablement, and workforce planning to ensure investments translate into better outcomes for patients and communities. Because transformation isn’t just about building, it’s about making it work.
