We, as leaders of NHS organisations and organisations supplying NHS care across England, believe that the NHS is at the most challenged time of its existence. Growing demands indicate that the cost of providing the overall health support rises each and every year by about four% over inflation. At the very same time, the companies we commission and run are not developed to cope with the care needs of the 21st century – especially the big number of folks with a number of extended-term conditions and an increasingly elderly population.
As local organisations, we are urgently planning the transformation of how we care for individuals to ensure we carry on to supply a support that meets people’s demands and improves the public’s wellness. Our ideas start to deal with the issues that are nicely set out in the 2015 Challenge Declaration, published by the NHS Confederation on six May, in association with health care royal colleges, regional government and patient organisations. But far more will want to be done if we are to be profitable.
With a yr to go to the standard election, it is essential that the political events recognise the scale of the challenge we are addressing – and that their manifestos should address. At the 2010 basic election not 1 of the political parties talked about the fiscal challenge facing the NHS in its manifesto. In 2015, the parties have to handle the complete selection of issues dealing with the NHS or take duty for it getting to be unsustainable in the type individuals want it.
We get in touch with on every single of the party leaders to publicly recognise the problems dealing with well being as spelt out in the NHS Confederation’s 2015 Challenge Declaration – and to ensure their manifestos are written to assistance how we will deal with them.
Rob Webster Chief executive, NHS Confederation, Ron Kerr Chief executive, Guy’s and St Thomas’ NHS Basis Believe in, Peter Homa Chief executive, Nottingham University Hospitals NHS Believe in, Prof Tricia Hart Chief executive, South Tees Hospitals NHS Foundation Trust, Dr Matthew Patrick Chief executive, South London and Maudsley NHS Foundation Believe in, Stuart Bain Chief executive, East Kent Hospitals University NHS Basis Trust, Jonathan Michael Chief executive, Oxford University Hospitals NHS Trust, Tim Goodson Chief officer, Dorset Clinical Commissioning Group, Christopher Baker Chair, Aintree University Hospital NHS Foundation Believe in, Marie Gabriel Chairperson, East London NHS Basis Believe in, Dr Avi Bhatia Clinical chair, NHS Erewash CCG, Stephen Swords Chairman, Hounslow & Richmond Neighborhood Healthcare NHS Trust, David Edwards Chairman, Cambridgeshire and Peterborough Foundation Believe in, Michael Luger Chair, Airedale Hospitals NHS Basis Believe in, Dr Nick Marsden Chair, Salisbury NHS Foundation Trust, Prem Singh Chairman, Derbyshire Community Wellness Companies Believe in, David Griffiths Chairman, Kent Local community Wellness NHS Believe in, Ken Jarrold Chair, North Staffordshire Combined Healthcare NHS Believe in, Stuart Welling Chairman, East Sussex Healthcare NHS Trust, Stephen Wragg Chairman, Barnsley NHS Basis Believe in, Chris Wood Chair, Burton Hospitals NHS Basis Believe in, Gary Web page Chair, Norfolk and Suffolk NHS Foundation Trust, Robert Dolan Chief executive, East London NHS FT, David Wright Chairman, James Paget University Hospital FT, David Jenkins Chair, Aneurin Bevan University Health Board, Ruth FitzJohn Chair, 2gether NHS Basis Trust, Stephen Ladyman Chairman, Somerset Partnership NHS Foundation Trust, Harry Turner Chairman, Worcestershire Acute NNS Believe in, Jane Fenwick Chair, Humber NHS FT, Hugh Morgan Williams Chairman, NTW NHS Wellness Believe in, Jo Manley Director of operations, Hounslow Richmond Community NHS Trust, Dr Christina Walters Programme director, Community Indicators Programme, David Law Chief executive, Hertfordshire Local community NHS Believe in, Julia Clarke Chief executive, Bristol Local community Wellness CIC, Matthew Winn Chief executive, Cambridgeshire Neighborhood Providers NHS Trust, Simon Perks Accountable officer, NHS Ashford CCG & Canterbury and Coastal CCG, Stephen Conroy CEO, Bedford Hospital, Stephen Firn Chief executive, Oxleas NHS Foundation Believe in, Katrina Percy Chief executive officer, Southern Health NHS Basis Trust, Mark Hindle Chief executive, Calderstones Partnership NHS Basis Believe in, Christine Briggs Director of operations, NHS South Tyneside CCG, John Wilderspin Managing director, Central Southern CSU, Alison Lee Chief executive officer, NHS West Cheshire Clinical Commissioning Group, Andrew Funds Chief executive, Sheffield Teaching Hospitals NHS Foundation Trust, Christine Bain Chief executive, Rotherham Doncaster & South Humber NHS FT, Sarah-Jane Marsh Chief executive officer, Birmingham Children’s Hospital, Tracy Allen Chief executive, Derbyshire Local community Health Services NHS Believe in, Chris Dowse Chief officer, NHS North Kirklees CCG, Stuart Poynor CEO, SSOTP, Dominic Wright Chief officer, Guildford & Waverley CCG, Steven Michael Chief executive, South West Yorkshire Partnership NHS Foundation Believe in, Dr Mark Newbold Chief executive, Heart of England NHS Foundation Trust, Andrew Donald Chief officer, Stafford and Surrounds and Cannock Chase Clinical Commissioning Groups, John Matthews Clinical chair, NHS North Tyneside CCG, Lisa Rodrigues Chief executive, Sussex Partnership NHSFT, Jonathon Fagge Chief executive officer, NHS Norwich CCG, Steve Trenchard CEO, Derbyshire Healthcare Foundation NHS Believe in, Louise Patten Accountable officer, Aylesbury Vale CCG, Jane Tomkinson CEO, Liverpool Heart and Chest Hospital FT, Allan Kitt Chief officer, South West Lincolnshire Clinical Commissioning Group, Darren Grayson Chief executive, East Sussex Healthcare NHS Trust, Katherine Sheerin Chief officer, NHS Liverpool CCG, Edward Colgan Chief executive, Somerset Partnership NHS Basis Believe in, David Stout Managing director, NHS Central Eastern Commissioning Help Unit, Andrew Bennett Chief officer, Lancashire North CCG, John Brewin Interim chief executive, Lincolnshire Partnership Foundation Believe in, Andrew Foster Chief executive, Wrightington, Wigan & Leigh NHS Basis Trust, Richard Paterson Associate chief executive, Royal Brompton and Harefield NHS Basis Believe in, Glen Burley Chief executive, South Warwickshire NHS FT, Joe Sheehan Managing director, Healthcare Companies Ltd, Robert Flack Chief executive, Locala
• I am grateful to Ian Birrell (The NHS need to evolve – or encounter a agonizing death, 2 June) for assisting to hold the debate about privatisation of the NHS alive. Final Thursday I resigned from my place as vice-chairman and non-executive director of the Royal Cornwall Hospital Trust in excess of the choice by the board to privatise hotel providers – catering, cleaning, portering, safety and reception. I had been a board member for nearly seven many years and a member of NHS boards in Cornwall for a lot more than 25 years.
My opposition to this selection is based mostly on pragmatism. A quantity of years ago I sat on the small committee which established the out-of-hrs contract for Cornwall. I was the only member of that committee who didn’t support the granting of the contract to Serco. I had researched Serco’s governance procedures and found them wanting. Sadly for patients in Cornwall it was not long just before the committee’s decision became a pricey error.
A cursory trawl reveals a long list of employment tribunals and strikes by minimal-paid employees in these outsourcing firms. The only way these businesses can reap large profits for shareholders and pay ludicrous salaries to senior executives is by reducing the terms and situations of employment of the workers they inherit from the NHS.
At least Birrell is currently being steady with his preceding post (Salute the super-rich, 13 May possibly). The continued movement of taxpayers’ income into the bank accounts of private well being companies is certainly going to obtain an enhanced flow of cash to the wealthy.
Rik Evans
Truro
• While I am positive there are wasteful practices in the NHS, managers and clinicians would have much more time to deal with these if the services was not being frequently reorganised and topic to cuts which make planning challenging. We are a wealthy nation, as Cameron reminded us in Gloucestershire, and because 2009 have slipped down the OECD list of expenditure on the NHS.
Considerably money could be saved by receiving rid of the marketplace, the place massive sums are going to accountants and lawyers due to the fact CCGs believe they are forced to put companies out to tender underneath the Wellness and Social Care Act 2012. This was supposed to have decreased bureaucracy and place clinicians in charge but this has not happened nor has the overall health secretary stopped managing the NHS whilst being relieved of the legal accountability to “safe and provide a complete well being support”. The private firm that runs Hinchingbrooke hospital has a excellent PR machine but it has not managed to accomplish the savings it proposed when it created its bid, and this was a nicely-run hospital destabilised by the private unit constructed in their grounds.
The NHS has handed back to the Treasury a lot more than £3bn in the last two years. This cash could be utilized to assist the hospitals whose finances are inadequate for their workload or have high PFI charges. We can afford our NHS, despite our ageing population, as lengthy as politicians quit striving to restructure it and the wasteful competition enshrined in the 2012 act is eliminated by repealing this pernicious piece of legislation. A lot more cash wants to go to the GP companies, which have acted as efficient gatekeepers that allowed the NHS – regardless of getting underfunded for decades – to be rated by independent sources as a single of the most expense-successful wellness services in the world.
Wendy Savage
President, Maintain Our NHS Public
• Ian Birrell is certainly proper in pointing out that the debate around the large issues faced by the NHS largely revolves close to low cost politics. But then his post reproduces two of the main delusions at the centre of that debate: that the NHS is excessively expensive, and that privatisation would minimize fees. Even a cursory comparison with the overall health programs in other industrialised countries suggests that the NHS is underfunded, but comparatively productive. In comparison with methods that systematically pay physicians far more for treating individuals far more, the NHS tends to undertreat individuals. Funding it even though taxation charges a lot less than paying out-of-pocket or through insurance coverage and charges have spiralled out of handle in nations such as the US or Switzerland that have allow the marketplace rule and the insurance firms cash in. Thinking about the reality that most of us think about our wellness to be rather more essential than most of the other issues that make up the economy, we must continue to be sceptical of pundits who think privatising is the response, with out even understanding what the true troubles are.
Thomas Smith
Neston, Wirral
• I welcome Ian Birrell’s plea for an open and honest debate. But there are some concerns he does not refer to. There are effective publicly run hospitals in the NHS what are their characteristics? Is the psychology of profit-creating to be accepted as the only inspiration? Can we not identify and cultivate the attributes of good leadership and management in the public support? Rethinking the funding basis is naturally crucial. Procurement traditions and other habits can certainly be shaken up inside of a public service. Is all the world a industry?
Howard Layfield
Newcastle on Tyne
• Ian Birrell says that £100bn is “roughly the current expense of the health services”. Roughly the existing price of corporate and elite tax avoidance and scams is £120bn. Now what could we do with the excess £20bn?
Ted Woodgate
Billericay
Addressing the large challenges dealing with the NHS | @guardianletters