tag:blogger.com,1999:blog-89722624337952894852024-02-07T06:40:47.740-08:00Weston General Hospital Patients Before Profit CampaignThe campaign to keep private health corporations from taking over the running of Weston General Hospital Anonymoushttp://www.blogger.com/profile/01348684435754276700noreply@blogger.comBlogger38125tag:blogger.com,1999:blog-8972262433795289485.post-31929160356834163582015-03-27T10:30:00.002-07:002015-03-27T10:30:21.661-07:00NHS problems 'at their worst since 1990s'.<span class="" style="font-size: 2px;"><br />
</span><br />
Services in the NHS in England are deteriorating in a way not seen
since the early 1990s, according to a leading health think tank. The
King's Fund review said waiting times for A& E, cancer care and
routine operations had all started getting worse, while deficits
were growing. It said such drops in performance had not been seen
for 20 years. But the think tank acknowledged the NHS had done as
well as could be expected, given the financial climate. Professor
John Appleby, chief economist at the King's Fund, which specialises
in health care policy, said: "The next government will inherit a
health service that has run out of money and is operating at the
very edge of its limits. There is now a real risk that patient care
will deteriorate as service and financial pressures become
overwhelming." He said in terms of how standards were slipping - not
how low they had reached - the situation was the worst it had been
since the "early 1990s". The report noted much of the deterioration
has happened in the second-half of the Parliament with many measures
of performance being maintained in the first few yearsDocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-54721234972499869602014-06-10T10:16:00.002-07:002014-06-10T10:16:47.916-07:00VICTORY!!This Campaign has succeeded. Weston Hospital Trust has announced that it is no longer at risk of being franchised out to a private "Health" Corporation.<br />
<br />
It now looks as if the Tories' plan to give 5 small hospitals over to their corporate chums in the healthcare sector has crashed. The original scheme was to kill off 5 NHS hospitals in this way :<br />
<br />
<ol>
<li>Hinchinbrook</li>
<li>George Eliot, Nuneaton</li>
<li>Whiston</li>
<li>Epsom</li>
<li>Weston</li>
</ol>
<div>
Of these 5, only one, Hinchinbrooke, has been sold down river. All the rest have been pulled back from the brink.</div>
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The question is - why? Why have the Tories dipped out?</div>
<div>
<br /></div>
<div>
I wish it could be said that they trembled before the onslaught of this very campaign, but that would be a bit f an exaggeration. Although the fact that the Bristol Clinical Commissioning Group lost a legal case brought by our Bristol campaign colleagues may have played a part.</div>
<div>
<br /></div>
<div>
Weston Trust claim that it is because the Trust has got better marks in its latest assessment. Congratulations are due to everyone who helped bring about that improvement, but it is not really the reason. Better marks just means that it is a more profitable concern to take over.</div>
<div>
<br /></div>
<div>
The reason is probably down to electoral politics. With a General Election due in a year's time, with the economy less and less of a major preoccupation for people, and with health rising as an issue in people's minds, the Tory campaign managers may have decided to chuck some heavy baggage overboard.</div>
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<br /></div>
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(Incidentally, I love the comments of John Penrose MP, con, Weston super Mare, <a href="http://www.thewestonmercury.co.uk/news/mp_pleased_with_hospital_s_nhs_ruling_1_3629718">welcoming this decision</a>. I have a pile of letters from him lauding the private sector as ideally placed to administer health care. "<i>this should kill off any lingering fears that the hospital might be privatised for good</i>", he says. In my correspondence, he denies that franchise means privatisation).</div>
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<br /></div>
<div>
So politics is one factor. Economics may be another. The corporate bean counters will have been doing their sums, and must have realised that they simply do not add up. Weston is <a href="http://wghcampaign.blogspot.co.uk/p/financial-background.html">under bedded and under funded,</a> the real investigations reveal this, and so they have all lost interest.</div>
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<br /></div>
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At least until the next election. If the Tories win, they will be back with another scheme to benefit their shares in the private sector. So this campaign will continue to monitor the situation closely.</div>
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DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-11151285135647394722014-05-13T06:09:00.001-07:002014-05-13T06:09:40.242-07:005 steps to privatise the NHSExcellent cartoon animation: clear and factual.<br />
<a href="http://www.youtube.com/watch?v=CsZojBhuy2Y">5 simple steps to privatise the NHS:</a><br />
<br />
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<br />DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-17507347608008045312014-04-09T11:09:00.001-07:002014-04-09T11:09:24.001-07:00Has the Project Board been acting within the Law?The Health and Social Care Act 2012 is the cause of much of the grief in the NHS. This top-down reorganisation is more voluminous than the Act that set up the NHS in the first place. It is generally loathed. However, it does have a section that the local WGH Procurement Board do not seem to have looked at, or if they did, did not understand, or if they did, they did not bother to implement. it is section 14Z2. It goes like this:<br />
<br />
<h6 class="LegClearFix LegP1ContainerFirst" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 1.2em; margin-bottom: 0.5em; margin-top: 0em; padding: 0em;">
<span class="LegDS LegP1GroupTitleFirstC1Amend" id="p00416" style="display: block; float: right; letter-spacing: 0em; padding-top: 0em; text-align: justify; width: 613.359375px;"><span class="LegAmendingText" style="letter-spacing: 0em;">14Z2 Public involvement and consultation by clinical commissioning groups</span></span></h6>
<div class="LegClearFix LegP2Container" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 18px; margin-bottom: 0.5em; margin-top: 0em; padding: 0em;">
<span class="LegDS LegLHS LegP2NoC1Amend" style="display: block; float: left; letter-spacing: 0em; text-align: right; width: 134.625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">(1) </span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="display: block; float: right; letter-spacing: 0em; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">This section applies in relation to any health services which are, or are to be, provided pursuant to arrangements made by a clinical commissioning group in the exercise of its functions (“commissioning arrangements”).</span></span>
</div>
<div class="LegClearFix LegP2Container" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 18px; margin-bottom: 0.5em; margin-top: 0em; padding: 0em;">
<span class="LegDS LegLHS LegP2NoC1Amend" style="display: block; float: left; letter-spacing: 0em; text-align: right; width: 134.625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">(2)</span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="display: block; float: right; letter-spacing: 0em; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><b>The clinical commissioning group must make arrangements to secure that individuals to whom the services are being or may be provided are involved (whether by being consulted or provided with information or in other ways)—</b></span></span>
</div>
<div class="LegClearFix LegP3Container" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 18px; margin-bottom: 0.5em; margin-top: 0em; padding: 0em; width: 748px;">
<span class="LegDS LegLHS LegP3NoC1Amend" style="display: block; float: left; letter-spacing: 0em; text-align: right; width: 187px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><b>(a)</b></span></span><span class="LegDS LegRHS LegP3TextC1Amend" style="display: block; float: right; letter-spacing: 0em; text-align: justify; width: 546.03125px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><b>in the planning of the commissioning arrangements by the group,</b></span></span>
</div>
<div class="LegClearFix LegP3Container" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 18px; margin-bottom: 0.5em; margin-top: 0em; padding: 0em; width: 748px;">
<span class="LegDS LegLHS LegP3NoC1Amend" style="display: block; float: left; letter-spacing: 0em; text-align: right; width: 187px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><b>(b)</b></span></span><span class="LegDS LegRHS LegP3TextC1Amend" style="display: block; float: right; letter-spacing: 0em; text-align: justify; width: 546.03125px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><b>in the development and consideration of proposals by the group for changes in the commissioning arrangements where the implementation of the proposals would have an impact on the manner in which the services are delivered to the individuals or the range of health services available to them, and</b></span></span>
</div>
<div class="LegClearFix LegP3Container" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 18px; margin-bottom: 0.5em; margin-top: 0em; padding: 0em; width: 748px;">
<span class="LegDS LegLHS LegP3NoC1Amend" style="display: block; float: left; letter-spacing: 0em; text-align: right; width: 187px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><b>(c)</b></span></span><span class="LegDS LegRHS LegP3TextC1Amend" style="display: block; float: right; letter-spacing: 0em; text-align: justify; width: 546.03125px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><b>in decisions of the group affecting the operation of the commissioning arrangements where the implementation of the decisions would (if made) have such an impact.</b></span></span>
</div>
<div class="LegClearFix LegP2Container" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 18px; margin-bottom: 0.5em; margin-top: 0em; padding: 0em;">
<span class="LegDS LegLHS LegP2NoC1Amend" style="display: block; float: left; letter-spacing: 0em; text-align: right; width: 134.625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">(3)</span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="display: block; float: right; letter-spacing: 0em; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">The clinical commissioning group must include in its constitution—</span></span>
</div>
<div class="LegClearFix LegP3Container" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 18px; margin-bottom: 0.5em; margin-top: 0em; padding: 0em; width: 748px;">
<span class="LegDS LegLHS LegP3NoC1Amend" style="display: block; float: left; letter-spacing: 0em; text-align: right; width: 187px;"><span class="LegAmendingText" style="letter-spacing: 0em;">(a)</span></span><span class="LegDS LegRHS LegP3TextC1Amend" style="display: block; float: right; letter-spacing: 0em; text-align: justify; width: 546.03125px;"><span class="LegAmendingText" style="letter-spacing: 0em;">a description of the arrangements made by it under subsection (2), and</span></span>
</div>
<div class="LegClearFix LegP3Container" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 18px; margin-bottom: 0.5em; margin-top: 0em; padding: 0em; width: 748px;">
<span class="LegDS LegLHS LegP3NoC1Amend" style="display: block; float: left; letter-spacing: 0em; text-align: right; width: 187px;"><span class="LegAmendingText" style="letter-spacing: 0em;">(b)</span></span><span class="LegDS LegRHS LegP3TextC1Amend" style="display: block; float: right; letter-spacing: 0em; text-align: justify; width: 546.03125px;"><span class="LegAmendingText" style="letter-spacing: 0em;">a statement of the principles which it will follow in implementing those arrangements.</span></span>
</div>
<div class="LegClearFix LegP2Container" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 18px; margin-bottom: 0.5em; margin-top: 0em; padding: 0em;">
<span class="LegDS LegLHS LegP2NoC1Amend" style="display: block; float: left; letter-spacing: 0em; text-align: right; width: 134.625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">(4)</span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="display: block; float: right; letter-spacing: 0em; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">The Board may publish guidance for clinical commissioning groups on the discharge of their functions under this section.</span></span>
</div>
<div class="LegClearFix LegP2Container" style="background-color: white; clear: both; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; line-height: 18px; margin-bottom: 0.5em; margin-top: 0em; padding: 0em;">
<span class="LegDS LegLHS LegP2NoC1Amend" style="display: block; float: left; letter-spacing: 0em; text-align: right; width: 134.625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">(5)</span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="display: block; float: right; letter-spacing: 0em; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">A clinical commissioning group must have regard to any guidance published by the Board under subsection (4).</span></span>
</div>
<a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><a class="LegAnchorID" href="https://www.blogger.com/null" id="" style="color: #006699; font-family: arial, helvetica, verdana, sans-serif; font-size: 15px; line-height: 1.4em;"></a><br />
<div class="LegClearFix LegP2Container" style="clear: both; margin-bottom: 0.5em; margin-top: 0em; padding: 0em;">
<span class="LegDS LegLHS LegP2NoC1Amend" style="background-color: white; display: block; float: left; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; letter-spacing: 0em; line-height: 18px; text-align: right; width: 134.625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">(6)</span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="background-color: white; display: block; float: right; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; letter-spacing: 0em; line-height: 18px; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;">The reference in subsection (2)(b) to the delivery of services is a reference to their delivery at the point when they are received by users.</span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="background-color: white; display: block; float: right; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; letter-spacing: 0em; line-height: 18px; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><br /></span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="background-color: white; display: block; float: right; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; letter-spacing: 0em; line-height: 18px; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><br /></span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="background-color: white; display: block; float: right; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; letter-spacing: 0em; line-height: 18px; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><span style="font-family: 'Times New Roman'; font-size: small; line-height: normal; text-align: start;">I included the whole section to block any claims that it was taken out of context.Now it is very clear that the Weston Project Board has not held public consultations. There is therefore a serious question of whether they are acting, or have been acting (this legal language is infections) within the law. </span></span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="background-color: white; display: block; float: right; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; letter-spacing: 0em; line-height: 18px; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><span style="font-family: 'Times New Roman'; font-size: small; line-height: normal; text-align: start;"><br /></span></span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="background-color: white; display: block; float: right; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; letter-spacing: 0em; line-height: 18px; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><span style="font-family: 'Times New Roman'; font-size: small; line-height: normal; text-align: start;">The Campaign has a team of solicitors looking at this question. Our solicitors feel that we have a strong case.</span></span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="background-color: white; display: block; float: right; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; letter-spacing: 0em; line-height: 18px; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><span style="font-family: 'Times New Roman'; font-size: small; line-height: normal; text-align: start;"><br /></span></span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="background-color: white; display: block; float: right; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; letter-spacing: 0em; line-height: 18px; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><span style="font-family: 'Times New Roman'; font-size: small; line-height: normal; text-align: start;"> </span></span></span><span class="LegDS LegRHS LegP2TextC1Amend" style="background-color: white; display: block; float: right; font-family: arial, helvetica, verdana, sans-serif; font-size: 0.8em; letter-spacing: 0em; line-height: 18px; text-align: justify; width: 598.390625px;"><span class="LegAmendingText" style="letter-spacing: 0em;"><br /></span></span><br /></div>
DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-47226328288742563262014-04-02T06:28:00.000-07:002014-04-02T06:28:01.581-07:00Good News - George Eliot Hospital to stay in NHSGeorge Eliot Hospital in Warwickshire was at risk of being privatised, because of poor performance which led to it being placed in "special measures". However, thanks to a huge effort to improve services, the <a href="http://www.geh.nhs.uk/latest-news/news-archive/2014/march/trust-announcement-on-procurement-process/">threat has now passed.</a><br />
<br />
This victory, together with the decision that<a href="http://wghcampaign.blogspot.co.uk/2014/01/victory-in-cambridgeshire-and.html"> Cambridgeshire and Peterborough CCG did not follow its duty to consult the public</a>, and the <a href="http://www.leighday.co.uk/News/2013/October-2013/Victory-for-people-of-Lewisham-as-Government-appea">victory in Lewisham</a>, prove that it is possible to save Weston Hospital from private sector, provided that local people fight for it.DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-40057384664063569242014-02-17T10:02:00.000-08:002014-02-17T10:12:38.411-08:00Your New NHS explained<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQ3rgl8lDT1Lld_NA3pARKuBR8a5p3inb8CJFYfrUp1GNFVu6-EcATzfuTPhhcbSqVpO1WYrsOhY-B3YXZA7TivnH0KwuAraTkgqmheFMiiMfFCQy0r0EbokOk1SuvhTAVVKaxnUlTopJl/s1600/NHSCartoon.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQ3rgl8lDT1Lld_NA3pARKuBR8a5p3inb8CJFYfrUp1GNFVu6-EcATzfuTPhhcbSqVpO1WYrsOhY-B3YXZA7TivnH0KwuAraTkgqmheFMiiMfFCQy0r0EbokOk1SuvhTAVVKaxnUlTopJl/s1600/NHSCartoon.jpg" height="640" width="259" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">http://www.cartoonkate.co.uk/nhs-plc/</td></tr>
</tbody></table>
<br />DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-25089487582727138312014-01-31T08:41:00.001-08:002014-01-31T08:41:58.324-08:00Petition to save Weston General Hospital from privatisationWe have a petition. It says simply<br />
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<i>We want our local hospital, Weston General, to be partnered by an NHS trust and we want reassurance that a full 24/7 A & E Department will remain at Weston General.</i><br />
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Please sign <a href="http://www.change.org/petitions/nhs-trust-development-authority-we-want-our-local-hospital-weston-general-to-be-partnered-by-an-nhs-trust-and-we-want-reassurance-that-a-full-24-7-a-e-department-will-remain-at-weston-general?utm_medium=email&utm_source=promoted_petitions&utm_campaign=promoted_petition_activation">the petition here</a>.<br />
<br />
<br />DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com1tag:blogger.com,1999:blog-8972262433795289485.post-2662926708967121472014-01-22T02:58:00.002-08:002014-01-22T02:58:38.760-08:00Funding: is it a level playing field?<i>Two letters to MP sent off today.</i><br />
<i>First:</i><br />
<br />
John Penrose MP<br />
House of Commons<br />
London SW1A 0AA<br />
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<br />
<br />
<br />
<br />
<br />
Thank you for your letter of 13th December regarding Weston Hospital.<br />
I would like to raise the question of whether the tendering process for WGH services is equitable, and also whether it is legal.<br />
<br />
My understanding is that any NHS providers tendering for partnership will be working under annual budgets which mean that they have to use up the allocations for that specific year. Any unused monies are clawed back and the amount allocated in the subsequent year is reduced by the amount of under-spend. This was the case when I was involved in hospital budget allocation in the past, and I am not aware of any changes.<br />
<br />
I believe also that private companies are free of this constraint. They can vary their spending according to the circumstances of that year, holding money over, or drawing on future allocations.<br />
<br />
I expect that the exact arrangements are more complex than I have outlined above, but if it is broadly correct, any NHS provider tendering for the WGH contract is clearly in a disadvantageous position. It is absurd to suppose that cash requirements will be the same from year to year. If NHS providers are indeed disadvantaged in this way, the tendering process is inequitable. Assuming that there are legal requirements for the tendering process to be even-handed, funding differences of the sort that I have outlined above would be illegal, and unless the situation is made even, any decision could be potentially subject to judicial review, with all the costs that would entail.<br />
<br />
I would be very grateful if you would be so kind as to find whether there are indeed discrepancies in the funding mechanisms available to tenders from NHS partners vi a vis tenders from private corporations.<br />
<br />
Thank you<br />
<div>
<br /></div>
<div>
<br /></div>
<div>
<i>Second</i></div>
<div>
<i><br /></i></div>
<div>
<div>
<br /></div>
<div>
Dear John</div>
<div>
<br /></div>
<div>
Thank you for your letter of ...</div>
<div>
In this letter I want to deal with your last point about ideology, because it is fundamental to this correspondence, and raises one important question which I pose at the end of this letter. You allege that in opposing private for-profit contractors for what you believe are ideological reasons, I could be insisting on an inferior level of care for patients.</div>
<div>
In theory it is possible to conceive of a situation where the same patient with the same condition receives better treatment and care at the hands of a private corporation compared with treatment and care provided by a public service, even though the level and provision of funding in the two cases were identical. </div>
<div>
On the other hand it is equally, if not more, possible in theory to conceive the opposite, where public service provision is better than private, especially in a situation where the funding levels were the same. </div>
<div>
However, as I am sure you will agree, we are not dealing with theory, but with political and economic realities. </div>
<div>
The first reality to acknowledge is that the NHS is more efficient than private provision, as evidenced by the fact that health care in the UK comes in at nearly half the cost of health care in the USA, despite the fact that US health care excludes the poorest (and therefore most needy) section of the population.</div>
<div>
The second reality is that for ideological reasons, the NHS is being slowly but surely being pushed towards the American Health Maintenance Organisation (HMO) insurance based system. Each of the 13 or 14 top-down reforms that have taken place in my time in the NHS has made the organisation more oven-ready for privatisation. The purchaser-provider split, fund-holding practices, the imposition of Foundation Hospital status, the whole sorry gamut of reforms, they have all nudged the health service towards privatisation. The current news is that 70% of health service contracts issued are going to private corporations. The Transatlantic Trade and Investment Partnership, if adopted, will legally open the NHS to competition from US health corporations.</div>
<div>
Therefore, in a few years’ time, we can realistically envisage that Weston Hospital, having been taken over by Serco or similar organisation, and the NHS having been transformed into an insurance-funded rather than a tax-funded organisation, discovers that a patient referred to their services has, for whatever reason, no insurance cover and no private wealth. The patient is rejected, and dies shortly afterwards. This situation is a stark example of where private care is inferior to public care. </div>
<div>
In short, your theoretical scenario where private is better than public is first neutralised by the opposite scenario, and is then trumped by the case where the present franchising operation has given way to full blown privatisation and care is denied to patients on financial grounds.</div>
<div>
To put it clearly and simply, the present situation for Weston is the thin end of the wedge, a step towards a situation where health care is allocated on financial and not humanitarian grounds.</div>
<div>
This is the reason why the WGH Patients Before Profits Campaign is set adamantly against franchising out Weston's services to a private corporation. </div>
<div>
<br /></div>
<div>
You will say that this is not the intent, and that Serco or whoever will continued to be funded from the public purse. But you know as well as I that insurance based funding of the NHS has been under discussion. All it takes is for some future Government, even without an electoral mandate, just as your Government passed the Health Services Act 2013 without an electoral mandate, dictates that all who want to receive NHS care must take out health insurance. That is all it will take, and when it happens, we are in the inhumane situation I outlined above.</div>
<div>
You have suggested that by rejecting the franchising of Weston Hospital to Serco or the like, I could theoretically be presenting patients with inferior health care. I have shown that the whole trend of successive NHS reforms is leading the NHS towards the private US healthcare system, which means that people who have no means to pay will be denied health care.</div>
<div>
Aneurin Bevan said "no society can legitimately call itself civilized if a sick person is denied medical aid because of lack of means". I am not a dogmatic socialist, but as a doctor I strongly agree with the truth and importance of that statement. </div>
<div>
Do you?</div>
<div style="font-style: italic;">
<br /></div>
</div>
DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-42454921330082073022014-01-21T05:00:00.001-08:002014-01-21T05:00:55.832-08:00Victory in Cambridgeshire and Peterborough Good news from the <a href="http://www.hsj.co.uk/hsj-local/ccgs/nhs-south-gloucestershire-ccg/brave-south-gloucestershire-ccg-plans-referred-to-health-secretary/5066128.article">Health Service Journal</a><br />
<div class="byline">
<span style="font-family: Times New Roman; font-size: xx-small;"><span class="date">20 January, 2014</span> <span class="author">By <a href="">Sarah Calkin (Reproduced without permission, but with grateful thanks)</a></span></span></div>
<span style="color: black; font-family: Arial, Helvetica, sans-serif; font-size: xx-small;">
</span><br />
<div class="section_twocolumn">
<div class="section_column1">
<div class="standfirst">
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">A clinical commissioning
group (CCG, the new local NHS governing groups led by GPs) leading one of the most high profile
procurements in the NHS has agreed to publish
commercially sensitive documents following a threat
of legal action.</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
</div>
<div>
</div>
<div>
<span style="font-family: Times New Roman;">A law firm acting for
campaign group <strong><span style="color: red;"><a href="https://you.38degrees.org.uk/petitions/stop-the-nhs-sell-off-in-cambridgeshire-and-peterborough">Stop the NHS Sell Off in Cambridgeshire</a> </span>accused
Cambridgeshire and Peterborough CCG of acting
unlawfully by failing to allow opportunities for
meaningful public engagement in the tender of a
multi-million pound contract for older people’s
services</strong>.</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">In a letter before action
sent on 10 December Leigh Day said the CCG had been
“preventing proper patient involvement” by refusing to
let the public see tender documents that had been
shared with bidders.</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">The firm argued that the
CCG was in breach of its legal obligations to engage
with the public, as set out by the 2012 Health Act.</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">It gave the CCG seven days
to either share the documents or put the tender on
hold - or face the prospect of judicial review
proceedings being initiated.</span></div>
<div>
<span style="font-family: Times New Roman;"><em><br /></em></span></div>
<div>
<span style="font-family: Times New Roman;"><em>HSJ</em> understands
the CCG has not conceded that it acted unlawfully.
However it has agreed to publish the documents in
question.</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">David Lock QC, who was
instructed by the group, but who normally advises NHS
bodies, told <em>HSJ</em> the case showed CCGs face
conflict between commercial confidentiality and public
engagement.</span></div>
<div>
<span style="font-family: Times New Roman;">He said: “This tension
must be resolved in favour of openness because those
are clear legal obligations which have been imposed on
the CCG by Parliament. </span></div>
<div>
<span style="font-family: Times New Roman;">“It is not possible to run
the NHS like Tesco’s supply chain where everything is
kept commercially confidential.”</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">Other lawyers working in
the NHS told <em>HSJ</em> it was a difficult area for
commissioners.</span></div>
<div>
<span style="font-family: Times New Roman;">A partner in one leading
firm said they were caught between a “rock and a hard
place”.</span></div>
<div>
<span style="font-family: Times New Roman;">They added: “There are
things commissioners can do to try and mitigate the
risk of challenges, but if there are patient groups
who may not like proposed changes then there are
likely to be difficulties, and of course the bigger
the procurement the greater the risk.”</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">Lawyers for the
Cambridgeshire campaign group pointed to the fact that
the value of the contract changed during the process
and bidders had pulled out, </span><a href=""><span style="font-family: Times New Roman;">as revealed by <em>HSJ</em></span></a><span style="font-family: Times New Roman;">, as evidence that decisions
had been taken about the shape of services without
public involvement.</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">The letter said: “It
appears to our clients that the CCG is only prepared
to engage with patients at a very high level of
generality… By the time details of the proposals are
made available to patients and the public it may be
too late for patients to influence decisions which
have already been taken.”</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">The firm highlighted four
areas where the CCG had not met its obligations. It
said the <b>CCG had breached its duty to have a patient
involvement policy</b> and a procurement strategy while<b>
its constitution did not fully reflect the extent of
its requirements around engagement</b>. Finally it said
the <b>CCG had not taken into account NHS England’s
transforming participation in healthcare guidance.</b></span></div>
<div>
<span style="font-family: Times New Roman;"><b><br /></b></span></div>
<div>
<span style="font-family: Times New Roman;">At its governing body
meeting on 7 January the CCG announced plans to
refresh its communications, membership and engagement
strategy and strengthen its constitution in relation
to patient engagement.</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">The meeting also
considered the procurement strategy which the CCG told
<em>HSJ</em> was “in development” and would be
published by the end of the month.</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">The CCG said it had now
“reached a point in the procurement process” at which
it was able to publish more information, including a
pre-qualification questionnaire and its “prospectus”.
It said information in the documents could be redacted
if “necessary” due to commercial sensitivity.</span></div>
<div>
<span style="font-family: Times New Roman;">Arnold Fertig, the CCG’s
lead on its older people’s programme, insisted the
group was “committed to openness and transparency”.</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;">“It has provided
information on the older people’s programme and the
procurement at CCG governing body meetings, including
the publication of documents from those meetings,
through attendance at key meetings, forums and events,
on its websites, in publications, and during
engagement meetings with patient and carer groups,” he
said.</span></div>
<div>
<span style="font-family: Times New Roman;"><br /></span></div>
<div>
<span style="font-family: Times New Roman;"><i>See also: <a href="http://wghcampaign.blogspot.co.uk/2013/11/victory-in-lewisham.html">Victory in Lewisham</a>.</i></span></div>
<div>
<span style="font-family: Times New Roman;"><i>We <b>can </b>keep Weston Hospital out of the clutches of Serco &c. But we need to fight for it.</i></span></div>
</div>
</div>
DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-79051018251097025942013-12-15T10:34:00.003-08:002013-12-15T10:36:41.934-08:00Change.org petition to keep Weston Hospital out of private handsPlease sign the <a href="http://www.change.org/petitions/nhs-trust-development-authority-we-want-our-local-hospital-weston-general-to-be-partnered-by-an-nhs-trust-and-we-want-reassurance-that-a-full-24-7-a-e-department-will-remain-at-weston-general?utm_source=guides&utm_medium=email&utm_campaign=petition_created">petition to keep Weston as part of the NHS.</a><br />
<br />
It reads:<br />
<br />
<h1 class="h1 bottom-margin-2 embossed-text" style="background-color: #f9f9f9; border: 0px; margin: 0px 0px 36px; padding: 0px; text-shadow: rgb(255, 255, 255) 1px 1px 0px; vertical-align: baseline;">
<span style="color: #4b4f4f; font-family: Change Din, Change Siddhanta, Helvetica, Arial, sans-serif; font-size: small;"><span style="font-weight: normal; line-height: 40.99431610107422px;"><i>NHS Trust Development Authority: We want our local hospital, Weston General, to be partnered by an NHS trust and we want reassurance that a full 24/7 A & E Department will remain at Weston General.</i></span></span></h1>
<br />
A big petition from local people will be very effective indeed because this whole fiasco began with the decree that all hospitals should become Foundation Trusts, so that they would be more responsive to local needs. If local people reject the privatisation of Weston services, the Trust Development Authority will have difficulty explaining the logic of privatisation.<br />
<br />DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-35359723851470025442013-12-15T10:30:00.001-08:002014-01-03T03:42:44.948-08:00Serco Lose Cornish ContractSerco, one of the potential private bidders for Weston Hospital services, has <a href="http://www.theguardian.com/business/2013/dec/13/serco-lose-contract-gp-services-nhs-outsourcing?CMP=twt_gu">lost its contract to provide out of hours services in Cornwall</a> following evidence that it has been falsifying its performance data to pretend it was meeting targets. This is in addition to its criminal investigation for claiming to be tagging prisoners who did not exist.<br />
<br />
This makes it increasingly likely that it will have to withdraw from the Weston franchise, although we do not yet have any firm indication of this. Weston's MP John Penrose, who is clearly pro-privatistation, has taken a hands-off approach with regard to Serco so far, but even he must be feeling uncomfortable at the prospect of handing local health services over to such an flawed corporation.<br />
<br />
Assuming that Serco is rejected, this leave four corporations still circling over the hospital -<br />
<a href="http://protectournhs.wordpress.com/2013/08/05/325/">Interserve,</a> Capita, <a href="http://wghcampaign.blogspot.co.uk/2013/09/lay-chair-of-north-somerset-clinical.html">with its conflict of interest</a>, tax-dodging Care UK and - excuse the pun - Circle, who are getting into difficulties over their take-over of Hinchingbrooke Hospital..<br />
<br />
<i>Update 3.1.14</i><br />
<a href="http://www.sfo.gov.uk/press-room/latest-press-releases/press-releases-2013/g4s-and-serco-investigation.aspx">The Serious Fraud Office is currently looking into</a> whether Serco have been charging the Ministry of Justice for tagging offenders who did not exist.<a href="http://www.sfo.gov.uk/press-room/latest-press-releases/press-releases-2013/g4s-and-serco-investigation.aspx">.</a> This may take many months or even some years. So unless Serco is asked to withdraw its expression of interest, the franchise contract for Weston Hospital may be handed to a company who could later face legal prosecution for fraud.DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-73956216164355541572013-12-09T05:58:00.004-08:002013-12-09T05:58:56.179-08:00Some surgical activity down in North Somerset<a href="http://www.bbc.co.uk/news/health-25185356">The BBC has an NHS activity monitoring chart here.</a><br />
<br />
Cataract operations for North Somerset are down 7% in 2012 compared to 2010.<br />
Hips are up 7% in the same period.<br />
Knee ops are up 0.95%<br />
<br />
Overall they are down 2.8%, because cataracts are much more numerous than the others.<br />
<br />
Why the change? It is suggested that the ops are being rationed, possibly to save money.<br />
But we would need to have more detailed information to get any significant knowledge.<br />
<br />DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-35784613852731873002013-12-06T06:34:00.000-08:002013-12-06T06:34:18.271-08:00Cabinet ministers with financial interests in private health corporations<i>This is an amalgamated version of info that is spread on 3 pages of this site</i><br />
<br />
<b>Interest of Cabinet Ministers, and those with access to Cabinet, in private heath corporations</b><br />
<br />
Prepared for John Penrose MP by Dr Richard Lawson<br />
Friday, 06 December 2013<br />
<br />
<br />
1 David Cameron (DC) Prime Minister has received £22,000 from Huntsworth, which has health interests. £10,000 went to his leadership campaign.<br />
<br />
DC received £25,000 shortly after the health reforms were started from Lord Popat's TLC Group, which funds private nursing homes. Popat was made a Lord shortly after Cameron got into No 10.<br />
<br />
DC has an adviser called Mark Britnell. He is/was head of KPMGs Global Health group. KPMG is heavily involved with the NHS reforms and CCGs. Britnell said the NHS should be shown no mercy.<br />
<br />
In 2005 Cameron received £1,500 from care home property company Chiltern Care Holdings according to the electoral commission. <br />
<br />
<br />
2 George Osborne (Chancellor of the Exchequer) invited Lord Nash, chairman of Care UK and founder of Sovereign Capital, which runs a string of private Health Care firms, to join his HM Treasury Independent Challenge Group, whose remit is to “question the unquestionable” in the Treasury's austerity drive.<br />
<br />
<br />
3 Philip Hammond, Defence Secretary was chairman of Castlemead Ltd for 2 years in the 90s. Castlemead has interests in design and procurement in the NHS. He still has a financial interest in Castlemead's performance.<br />
<br />
<br />
4 Maria Miller (Secretary of State for Culture Media and Sport) is a former director of Grey's Advertising Ltd, who work extensively with clients in the healthcare sector.<br />
Former director of the Rowland Group, which became Publicis Consultants, who are also a marketing company working extensively with private healthcare.<br />
<br />
5 Andrew Lansley, the architect of the controversial Health and Social Care Bill that lies at the root of the current issue for WGH, was replaced as Secretary of State for Health by Jeremy Hunt after his bill was forced through Parliament.<br />
<br />
Lansley received £21,000 for his personal office from John Nash, former chair of Care UK, one of the corporations who are interested in Weston Hospital.<br />
<br />
One of his aides, Christina Lineen, went to work for Circle, again a corporation interested in Weston General.<br />
<br />
Lansley was director of Profero, a marketing agency that acted for Diageo, an alcohol company that was accused in 2008 of flouting voluntary agreements, but whom Lansley nevertheless later allowed to "educate" midwives in alcohol advice.<br />
<br />
6 Francis Maude has access to Cabinet. He was a director of Huntsworth until 2005, which has health and pharmaceutical interests. He is also non executive director of two other companies with interests in health care and software supplies to the NHS.<br />
<br />
7Oliver Letwin: has access to the Cabinet. He was a non-executive director of N.M. Rothschild Corporate Finance Ltd until 2009. Rothschild Group are one of the world's largest investment companies and invest heavily in healthcare.<br />
<br />
8 David Willetts has access to the Cabinet. He had financial support paid to his research account by HgCapital private equity manager, Ian Armitage in 2008. HgCapital funds healthcare companies.<br />
<br />
9 Dominic Grieve has access to the Cabinet. Has shares in Reckitt Benckiser, GlaxoSmithKline, Diageo , Astrazeneca, Standard Chartered (Health insurance).<br />
<br />
<br />
10 William Hague, Foreign Secretary, was in 2008 a director of AMT Sybex, a supplier of IT (computer technology) to the NHS.<br />
<br />
Source: http://socialinvestigations.blogspot.co.uk/2012/02/nhs-privatisation-compilation-of.html<br />
<br />DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-81840911699470536272013-12-06T02:49:00.003-08:002013-12-06T02:49:58.189-08:00Weston PB4Profits makes formal complaint over CCG Chair's Conflict of Interest<i>Today the Campaign has made its formal complaint to the NS Clinical Commissioning Group against the conflict of interest of its Chair, Kathy Headdon, who is also a consultant for one of the corporations interested in WGH. Here is the text:</i><br />
<br />
Dr Mary Backhouse<br />
North Somerset Clinical Commissioning Group<br />
Post Point 11,<br />
Castlewood<br />
Tickenham Road<br />
Clevedon<br />
North Somerset<br />
BS21 9BH<br />
<br />
<br />
Dear Mary<br />
<br />
I am sorry to have to make a formal complaint against the Clinical Commissioning Group on behalf of the Weston Hospital Patients Before Profit Campaign. I know that complaints are distressing for the recipient, and we do not undertake this lightly, but only because we believe that the long term medical interests of the people of North Somerset will be benefited by our action.<br />
<br />
Our complaint is that there is a clear conflict of interest for Kathy Headdon in holding the chairmanship of the NSCCG (and also the Stakeholder and Quality Assurance Group, though this does not concern the CCG directly) while also holding a consultant position within Capita Symonds Ltd, one of the corporations who have expressed an interest in the WGH franchise, as a consultant. There is a clear and direct conflict of interest here. In addition, as Chair of the NS CCG she has to have "Experience of giving an independent view on possible internal conflicts of interest", and her own CoI will clearly inhibit her discharge of this role within the CCG.<br />
<br />
We have read the response of the Group, which is that she will absent herself from discussion when Capita is under discussion, and we are not satisfied. There is much more to the dynamics of a committee’s thought processes than the precise words spoken in specific debate. There is an ethos and an emotional undercurrent at play at all times in any group of people, but especially with a decision-making committee. One of the most onerous decisions that your committee and the Project Board face is whether the partner organisation chosen for WGH should be NHS or private. We cannot be persuaded to believe that is it possible that such a decision could be made in a neutral and balanced way when the Chair of the Committee is known to be a consultant for a private corporation.<br />
<br />
If, despite our representations here, Kathy Headdon stays in position, and ultimately the decision is made to give the franchise to a corporation, the campaign will not accept the decision, and will request a Judicial Review. The Committee should also consider that a rival corporation might also request a Judicial Review. I do not need to remind you of the financial and opportunity costs implicit in defending your decision in a Judicial Review, costs which will diminish the service that the Hospital can offer to the community.<br />
<br />
It is for these reasons that our Campaign is making a formal complaint, and having exhausted all local processes, is prepared, regretfully, to take our complaint to the NHS Ombudsman.<br />
<br />
Sincerely<br />
<br />
<br />
Richard Lawson<br />
<div>
<br /></div>
DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-812479277323481642013-11-30T03:04:00.002-08:002013-11-30T03:04:44.627-08:00Public opinion is 47-42 against privatisation of NHS <a href="http://www.theguardian.com/society/2013/nov/29/poll-public-disaffection-private-healthcare-nhs">Public opinion is turning against the Tory/LibDem plans</a> to give more and more contracts to private health corporations. Over the last 3 years, those against privatisation have gone up from 36% to 47%, and those who do not care are static at the 41-42% mark.<br />
<br />
The amount of taxpayers NHS money that has gone to corporations has risen by 55% in 5 years, from £5.6 billion to £8.7 billion.<br />
<br />
So the WGH PB4P campaign now represents majority opinion. Which is nice.DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-20716761437603890702013-11-27T06:24:00.000-08:002013-11-27T06:24:08.425-08:00Petition launch covered by Weston Mercury<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiDajSB1Q9XoizhUi58KoBvY-y_XkKOa25TeHlJG3Kq5hBx7KNaeGpcnmk6asLH4AnIRW8y91b5xjtFx97eAxW_OTbfJt4WG9qeHFro36CUP1_DH2C5KBKFQ1QLjTs5-MfUswIDpQwRjVsQ/s1600/PetitionLaunch.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiDajSB1Q9XoizhUi58KoBvY-y_XkKOa25TeHlJG3Kq5hBx7KNaeGpcnmk6asLH4AnIRW8y91b5xjtFx97eAxW_OTbfJt4WG9qeHFro36CUP1_DH2C5KBKFQ1QLjTs5-MfUswIDpQwRjVsQ/s320/PetitionLaunch.jpg" width="228" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Thanks to Weston Mercury <a href="http://www.thewestonmercury.co.uk/news/petition_launched_to_protect_hospital_s_a_e_1_2982297">http://www.thewestonmercury.co.uk/news/petition_launched_to_protect_hospital_s_a_e_1_2982297</a></td></tr>
</tbody></table>
<br />
<br />
The Weston Mercury has kindly reported on our <a href="http://www.thewestonmercury.co.uk/news/petition_launched_to_protect_hospital_s_a_e_1_2982297">petition launch here</a>.<br />
<br />
<br />
<br />
<br />DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-4756125036407913232013-11-25T11:04:00.001-08:002013-12-03T04:45:55.902-08:00Correspondence with the Trust Development Authority<div>
</div>
<div align="right" class="MsoDate" style="margin-left: 0cm; text-align: right;">
</div>
<div style="text-align: left;">
<i>I have had a reply to these questions that I sent to the Trust Development Authority, the body that will take the final decision on Weston's fate. </i><br />
<i><br /></i></div>
<div style="text-align: left;">
<i>I asked: </i></div>
<div style="text-align: left;">
<span style="font-size: 12pt;">– how can it be more efficient in cash terms for
a private contractor to provide a product for the NHS, given the following
circumstances: <br />
· The administrative work associated with granting the franchise? <br />
· The fact that a private corporation’s primary responsibility is to make sure
that their shareholders get a bigger dividend each year? <br />
· The fact that generous salaries and bonuses must be paid to the directors of
the private company? <br />
· The fact that the company is very likely to pay large fees to tax accountants
in order to minimize the amount of tax that they will pay in the UK? <br />
<br />
The flow of money in the classical NHS model is simple. Money goes from
taxpayer to the Treasury to NHS patient services. <br />
<br />
The flow of money in the case of a franchise to a private health corporation is
from Taxpayer to Treasury to CCG to private corporation, some of which goes to
patient services, and some to the corporation's shareholders as dividends and
to bonuses, some of which will flow onwards to tax accountants and tax havens. <br />
<br />
There is therefore a net outflow of money in the case of private corporations
which does not exist in the NHS model. <br />
<br />
As a supplementary question, is there any objective evidence that franchising
is more efficient than the public service model. For instance in rail services
franchising is there any evidence of increased efficiency? <br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--></span></div>
<div style="text-align: left;">
______________<i>_______________________</i></div>
<div style="text-align: left;">
<i><br /></i></div>
<div style="text-align: left;">
<i>The TDA answer:</i></div>
<div style="text-align: left;">
<i><br /></i></div>
<br />
<div>
<i>Dear Dr Lawson </i></div>
<div>
<i></i><br />
<div>
<i><br /></i></div>
<i>
</i>
<br />
<div>
<i><br /></i></div>
<i>
</i>
<div>
<i>Thank you for your correspondence of 17 October 2013 which has been forwarded </i></div>
<i>
<div>
to me from North Somerset Clinical Commissioning Group (CCG) for response. </div>
<div>
<br /></div>
<div>
You will be aware that, like many other small hospitals, Weston Area Health NHS </div>
<div>
Trust has faced, and continues to fact a number of challenges to ensuring that </div>
<div>
services provided are financially and clinically sustainable. Over the last few years </div>
<div>
Weston has explored all the options to meet these challenges, ranging from </div>
<div>
achieving elite Foundation Trust status to developing an integrated care Trust. None </div>
<div>
of these options could be made to work. The do nothing option is likely to require a </div>
<div>
circa £80 million subsidy over the next five years and this position is clearly not </div>
<div>
sustainable or affordable to the local health economy. This work has, </div>
<div>
understandably, taken considerable administrative and clinical time and effort. </div>
<div>
<br /></div>
<div>
Starting in October 2012 the Trust and local stakeholders conducted a further option </div>
<div>
appraisal. In March 2013 the Strategic Health Authority together with the Trust </div>
<div>
concluded that after having exhausted all the other possible options, the best </div>
<div>
solution to reduce the need for future financial support was to run a competition to </div>
<div>
find an innovative partner to improve the quality and safety of services and to help </div>
<div>
run services more sustainably. This decision now frees the Trust managers and </div>
<div>
clinicians to focus during the transaction and transition period on the delivery of high </div>
<div>
quality services. </div>
<div>
<br /></div>
<div>
The procurement process being undertaken is intended to get the best local solution </div>
<div>
for local people. This is why both the NHS and the Independent Sector will be asked </div>
<div>
for their best ideas to run sustainable services. If the project is given authority to </div>
<div>
proceed, the NHS is expected to put forward proposals to acquire the Trust and the </div>
<div>
Independent Sector to manage the hospital and run services. This process will allow </div>
<div>
us to test any proposed franchise model against other models such as an NHS </div>
<div>
acquisition to ensure that the right solution for the Trust and for the patients that it </div>
<div>
serves is identified. </div>
<div>
<i></i><br />
<div style="display: inline !important;">
<i><br /></i></div>
<i>
</i></div>
<div>
<i></i><br />
<div style="display: inline !important;">
<i>In the event that the preferred solution is a franchise, it is important to note that any </i></div>
<i>
</i></div>
<div>
Independent Sector provider will not own the hospital. There would be no change of </div>
<div>
ownership or transfer of assets and staff out of the public sector. All staff and assets </div>
<div>
would remain within the NHS. </div>
<div>
<br /></div>
<div>
Any potential partner would not be able to make a profit at the expense of NHS </div>
<div>
patients. In a franchise arrangement, any franchisee would only be paid as the Trust </div>
<div>
is currently paid for services ie at NHS prices. National and local service quality </div>
<div>
standards currently required of services would continue to be demanded and </div>
<div>
monitored by the CCG and NHS TDA as is currently the case. It is therefore for any </div>
<div>
potential franchise bidder to determine how, through the introduction of innovation in </div>
<div>
service delivery, they will meet any shareholder requirements whilst ensuring that </div>
<div>
service targets and standards and patient and staff safety are maintained to the </div>
<div>
required standards. Any franchise arrangement will make clear that a franchisee will </div>
<div>
only be paid if the contract is delivered; unlike the current Independent Sector </div>
<div>
Treatment Centre arrangements, the contract would give no guarantee of funding. </div>
<div>
<br /></div>
<div>
Clearly, the same standards and requirement to deliver to contract would be placed </div>
<div>
on any NHS acquirer should this be the preferred solution. Clear failure regime </div>
<div>
arrangements would be put in place to ensure that if any potential partner is not </div>
<div>
delivering, there would be safeguards to ensure that patients do not suffer and to </div>
<div>
ensure the continuance of essential services. </div>
<div>
<br /></div>
<div>
Any Independent sector organisation will only pay tax on any surplus they deliver. It </div>
<div>
is recognised that for any organisation, NHS or Independent Sector, the ability to </div>
<div>
generate a surplus will require significant innovation and service delivery </div>
<div>
transformation and will be incredibly difficult to achieve in the current fiscal </div>
<div>
environment. </div>
<div>
<br /></div>
<div>
With regard to your final point, there is evidence that franchising is more efficient </div>
<div>
than the public service model both in the NHS and in rail services. </div>
<div>
<br /></div>
<div>
Hinchingbrooke represented the first franchise arrangement in the NHS. The </div>
<div>
Hinchingbrooke process suggested that without the procurement process the local </div>
<div>
NHS would have needed an £80 million subsidy or services would have had to close </div>
<div>
Whilst it is clear that lessons can be learned from both the transaction process and </div>
<div>
the contractual arrangements established, and that the financial position is taking </div>
<div>
longer to improve than would have been hoped for, is clear that financial </div>
<div>
improvements will take place over the course of the franchise agreement and that </div>
<div>
significant improvements in clinical quality have been achieved. </div>
<div>
<br /></div>
<div>
There is also research evidence that franchising in the rail services is more efficient </div>
<div>
than a public service model. </div>
<div>
<br /></div>
<div>
The important point to emphasise however is that by exploring both an acquisition </div>
<div>
and franchise model, we can consider the skill, creativity and the flexibility of other </div>
<div>
organisations to innovate, meet patient expectations and keep costs down and so </div>
<div>
ensure that we find the right partner organisation to manage the services at Weston </div>
<div>
Area Health NHS Trust. <i></i><br />
<div style="display: inline !important;">
<i></i><br />
<div style="display: inline !important;">
<i></i><br />
<div style="display: inline !important;">
<i></i><br />
<div style="display: inline !important;">
<i><i><i><i><i></i></i></i></i></i><br />
<div style="display: inline !important;">
<i><i><i><i></i></i></i></i><br />
<div style="display: inline !important;">
<i><i><i><i></i></i></i></i><br />
<div style="display: inline !important;">
<i><i><i><i></i></i></i></i><br />
<div style="display: inline !important;">
</div>
<i><i><i>
</i></i></i></div>
<i><i>
</i></i></div>
<i>
</i></div>
</div>
</div>
</div>
</div>
</div>
<div>
<br /></div>
<div>
I hope that this answers the questions that you have raised. </div>
<div>
<br /></div>
<div>
</div>
<div>
<br /></div>
<div>
Yours sincerely </div>
<div>
<a href="http://www.ntda.nhs.uk/about/meet-the-team/">Dr Stephen P Dunn </a></div>
<div>
<i></i><br />
<div style="display: inline !important;">
<i>Director of Delivery and Development South </i></div>
<i>
</i></div>
<div>
<br /></div>
<div>
_________________________________________________</div>
<div>
My answer today:</div>
</i></div>
<div align="right" class="MsoDate" style="margin-left: 0cm; text-align: right;">
<span lang="EN-US">Monday,
November 25, 2013</span><!--[if supportFields]><span lang=EN-US><span
style='mso-element:field-end'></span></span><![endif]--></div>
<div class="MsoNormal">
<br /></div>
<br />
<br />
Dear Dr Dunn<br />
<br />
Thank you for your letter of 15th November. Your letter raises a number of interesting questions, but in this letter I will focus on your belief that “franchising is more efficient than the public service model … in the NHS”.<br />
<br />
Efficiency is a term that needs close definition. For instance, Weston General Hospital provides training for medical students and nurses. If this provision is deleted from any emerging contract with a private company, the costs will not be comparable. <br />
<br />
You offer the Hinchingbrooke franchise as evidence of increased efficiency. It is doubtful that a robust claim of success can be made 21 months into a 10 year contract. While it is true that welcome improvements have been made in A&E waiting times and orthopaedic inpatient times, and consultants have been prevailed upon to start their day on time, there have also been costs and failures. You accept that the financial situation has taken longer to settle than was hoped for, since <a href="http://ukgovernmentwatch.wordpress.com/2012/10/26/hinchinbrooke-hospital-run-by-private-outfit-circle-health-is-failing/">Circle had to apply for a £4.1 million capital loan a few months in to the contract.</a> It is noteworthy that the House of Commons Public Accounts Committee described Circle’s savings plan as ‘over ambitious’ and ‘unachievable’. It seems that Circle’s plan is to make savings by reducing staff, but this runs counter to the Government’s recent plan to make hospitals publish ward staff numbers in order to correct under-staffing. Of particular concern is the news that cleaning staff numbers have been cut.<br />
<div>
<br />
Another cost is seen in terms of <a href="http://www.nursingtimes.net/nursing-practice/clinical-zones/management/morale-sinking-at-private-franchise-hospital/5054239.article">lower staff morale which is appearing at Hinchingbrooke. </a><br />
<br />
Also the <a href="http://www.mirror.co.uk/news/uk-news/hinchingbrooke-hospital-first-privately-run-nhs-1363151">patient satisfaction ratings for Hinchingbrooke fell </a>each month from May to October 2012. <br />
<br />
It seems that the financial contract will be different in the case of a public or a private provider. My understanding is that it is still the case that if a public provider has a surplus at the end of a financial year, that surplus is lost, and may even result in less funding next year. I have witnessed rushed, unnecessary and ill-considered purchasing actions taking place as a result of this policy. In the case of a private contractor, from what you have written, they will be able to retain some of the surplus as profit, and plough the rest back in to the organisation. If I am not misinformed, then is it not the case that we are comparing apples and oranges, and that the private companies benefit from a more efficient funding model?<br />
<br />
Therefore, the Hinchingbrooke case cannot be put forward as evidence that private provision is more efficient than public provision. <br />
<br />
On the other hand, your belief is contradicted by Pritchard C, Wallace MS. Comparing the USA, UK and 17 Western countries' efficiency and effectiveness in reducing mortality. JRSM Short Rep 2011;2:60. They found by comparing GDP expenditure with mortality rate outcomes 1979-2005 that “the USA healthcare system was one of the least cost-effective in reducing mortality rates whereas the UK was one of the most cost-effective over the period”.<br />
<br />
Unless you have further evidence, it is clear that that privately funded health services are less efficient than the NHS, and therefore it is in the interests of the population served by Weston General Hospital that the partnering organisation to be chosen should be one of the NHS Trusts who are interested.<br />
<br />
Sincerely<br />
<br />
<br />
<div class="MsoNormal" style="background-position: initial initial; background-repeat: initial initial;">
<div style="background-color: white;">
<span lang="EN-US" style="background-position: initial initial; background-repeat: initial initial; color: #403838; font-family: 'Freestyle Script';">Richard Lawson<o:p></o:p></span></div>
<div style="background-color: white;">
<span lang="EN-US" style="background-position: initial initial; background-repeat: initial initial; color: #403838; font-family: 'Freestyle Script';"><br /></span></div>
<div style="background-color: white;">
<span style="color: #403838; font-family: Freestyle Script;">________________________</span></div>
<br />
My further response, on the subject of rail privatisation:<br />
<br />
<br />
Tuesday, December 03, 2013<br />
Dr Stephen P Dunn<br />
Director of Delivery and Development South<br />
Trust Development Authority<br />
London<br />
SW1E 6QT<br />
<br />
<br />
<br />
<br />
<br />
Dear Dr Dunn<br />
<br />
<div style="text-align: center;">
<b>Efficiency of rail privatisation</b></div>
<br />
In your letter of 15th November you assert that “There is also research evidence that franchising in the rail services is more efficient than a public service model”.<br />
<br />
This is debatable. The McNulty Review found that there were excessive costs from privatisation arising from fragmentation and complexity of the 1994 rail reforms. Pre-privatisation costs were £2.4 bn/y, and post privatisation they have risen to £5.4 billion/yr. Fares have also increased, so that we have the highest fares in Europe.<br />
<br />
The “Rebuilding Rail” Report (June 2012) builds on this finding. Its bottom line is that a programme of taking rail back into public ownership, gradually, as each franchise fails or comes to an end, could ultimately save the taxpayer £1 billion per annum.<br />
<br />
The increased costs are the result of<br />
·<span class="Apple-tab-span" style="white-space: pre;"> </span>higher private interest rates for debts<br />
·<span class="Apple-tab-span" style="white-space: pre;"> </span>fragmentation, which leads to higher administration and management costs to cover duplication and interfacing.<br />
·<span class="Apple-tab-span" style="white-space: pre;"> </span>Complexity, with tiers of contractors and sub-contractors, each with their profit margin to apply<br />
·<span class="Apple-tab-span" style="white-space: pre;"> </span>Dividends to investors<br />
<br />
These costs add up to at least £1.2 bn/yr.<br />
<br />
Rail manufacturing in the UK has also plummeted due to low investment and absent unifying guidance. This stands in contrast to the situation on the continent.<br />
<br />
On the basis of this evidence, your belief that NHS privatisation can model itself on the success of rail privatisation is not justified.<br />
<br />
Sincerely<br />
<br />
Richard Lawson<br />
<div>
________________________</div>
<br />
[to be continued...]<br />
<br />
<a href="http://www.hsj.co.uk/Journals/2013/02/18/s/r/b/Hinchingbrooke-briefing.pdf">[Health Service Journal briefing on hinchingbrooke]</a></div>
</div>
DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-11231725019894563742013-11-10T05:35:00.000-08:002013-11-10T05:35:00.661-08:00Petition to Keep Weston General Hospital our of Private Health Company Hands
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<div class="MsoNormal" style="text-align: justify;">
<span style="mso-ansi-language: EN-GB;">In 2012 the coalition government passed the Health and Social Care Act
which effectively opened up the NHS to private health companies from across the
world.<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="mso-ansi-language: EN-GB;">The Weston General Hospital Campaign represents a large group of North
Somerset's residents who are very concerned about the damage this could cause
for the future of their hospital.<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="mso-ansi-language: EN-GB;">Weston General is too small to become an NHS Foundation Trust Hospital
under the new rules and must either be taken under the wing of a Foundation
Trust like University Hospitals Bristol Trust or be run by a private health corporation
which could </span><span lang="EN-US">reduce or run poorer services as it will
put profit before patients</span><span style="mso-ansi-language: EN-GB;">.<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="mso-ansi-language: EN-GB;">The decision on the future of Weston General will not be taken by the
hospital's management, but by a national body, the Trust Development Authority,
which reports directly to the Secretary of State for Health - the Rt Hon Jeremy
Hunt. <span style="mso-spacerun: yes;"> </span>To add to the confusion, North
Somerset's Clinical Commissioning Group will decide which services should be
run at the hospital. </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="mso-ansi-language: EN-GB;">The petition we are asking you to sign will be presented to the Trust
Development Authority in<span style="mso-spacerun: yes;"> </span>London on
behalf of the people of North Somerset and will call on it to allow Weston
General Hospital to become part of an existing NHS Foundation Trust Hospital
and for the continuation of a 24/7 Accident and Emergency Department at the
hospital.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="mso-ansi-language: EN-GB;">Sign the change.org petition now:</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="mso-ansi-language: EN-GB;"> http://www.change.org/petitions/nhs-trust-development-authority-we-want-our-local-hospital-weston-general-to-be-partnered-by-an-nhs-trust-and-we-want-reassurance-that-a-full-24-7-a-e-department-will-remain-at-weston-general?utm_source=guides&utm_medium=email&utm_campaign=petition_created</span></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div style="text-align: center;">
<span style="font-family: "Book Antiqua"; font-size: 14.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Cambria; mso-fareast-language: EN-US;">Patients Before Profit</span></div>
Anonymoushttp://www.blogger.com/profile/01348684435754276700noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-83481749350268538262013-11-10T05:14:00.002-08:002013-11-10T05:14:43.438-08:00How much power does a hospital board really have?
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<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Weston General Hospital</b></div>
<div class="MsoNormal" style="text-align: justify;">
24.10.13 - 10:00hrs</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Meeting between: </b></div>
<div class="MsoNormal" style="text-align: justify;">
Chief Executive of Weston Area
Health Authority - WAHT</div>
<div class="MsoNormal" style="text-align: justify;">
Project Director for Procurement
Process</div>
<div class="MsoNormal" style="text-align: justify;">
and </div>
<div class="MsoNormal" style="text-align: justify;">
Weston General Hospital Campaign.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The background to the meeting is
that the coalition government had, as part of the 2012 Health and Social Care
Act, laid out the financial constraints by which hospitals qualify as
Foundation Trusts. Weston General (WGH) is too small to qualify and, therefore,
has either to be acquired by<span style="mso-spacerun: yes;"> </span>an
existing NHS Foundation Trust or franchise the running of the hospital to an
NHS Trust or a private health company.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
There is now an established,
formal process to be followed for this, much of which is outside the hospital's
control. Project Director reported that lessons have been learnt from
Hinchingbrook (now run by Circle and much criticised by the National Audit
Office etc - there is also a debate on competition in The Health Service
Journal - hsj.co.uk) and the George Eliot Hospital which has been going through
the process ahead of WGH. There is no clear timescale for the WGH process and she
does not want to release too much information into the public domain until this
is clear. This is so that there is no risk of being open to misinterpretation.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Chief Executive described their
roles as running the hospital until the procurement solution is delivered.
Although he sits on the Project Board he is not responsible for the process.
The body responsible for delivering the solution is the national body, the
Trust Development Authority (TDA) which answers to the Secretary of State.
Bronwen Bishop is the board director directly responsible to the TDA for the
project and works to get the best outcome for the hospital. The board makes
recommendations to the TDA which makes the final decision.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Project Director reported that,
after consulting staff and stakeholders, they had decided that the right way to
ensure the best future for the hospital was to test the whole market although
they could have opted to pursue an NHS only solution, but there were 3 NHS Trusts
interested. George Eliot looked for a joint NHS/Private approach.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
WGH Campaign raised the issue of
contract weaknesses, citing the Emerson's Green Treatment Centre's underspend
as an example and asking why there was not a swingeing 'fit and proper person
clause'. They emphasised that some of the private companies which have
expressed interest in WGH have particularly obscure accounts, utilise off shore
tax havens and are heavily leveraged to their Private Equity owners. Project
Director noted these concerns and stated that the contracts were now being
standardised nationally. </div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
She reported that the George
Eliot procurement process had gone to the stage beyond Expressions of Interest.
She also emphasised that whatever solution was agreed for Weston, the hospital
would remain as an NHS entity and staff would remain employed as such. </div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Once the TDA approves the Outline
Business Case there will be an evaluation stage of the bidders to see if they
are technically able to deliver on their bid promises and then short listing
will take place.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
WGH Campaign felt that the
'Outline Business Case' for the hospital had been too critical of the current
management and that she cannot believe a new management team can come in and do
anything about the £5 million deficit. Project Director reiterated that WGH has
to find a solution and the process is about achieving this.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
WGH Campaign raised the issue of
the future of a full A&E service at the hospital. Chief Executive responded
that this was an issue for the North Somerset Clinical Commissioning Group
(CCG). WAHT has to ensure quality of delivery but it is up to the CCG what they
commission. The WAHT board would inform the CCG if they were unable to provide
services from within their resources.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
WGH Campaign asked about the
conflicts of interest involving John Underwood and Kathy Headdon. Project
Director explained that Underwood had been brought in to give strategic advice
and as the process moved to operational requirements his input would no longer
be required as frequently. She explained that there is a requirement for a
range of experience in roles such as Kathy Headdon's and that in the event of
conflicts of interest due to prior or existing roles, they would be obliged to
absent themselves from the process. WGH Campaign pointed out that the public
perception of her role with Capita Symonds and position on the Stakeholder
committee would be very negative. <span style="mso-spacerun: yes;"> </span>Chief
Executive disagreed with WGH Campaign’s ethical position on conflicts of
interest. Project Director stated that terms of reference for committees would
soon be up for review and they would continue to ensure proper governance
arrangements were in place.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
She wanted to reassure WGH
Campaign that if the procurement process goes ahead that there will be a wide
range of people evaluating the bids including clinical and nursing staff. The
TDA will evaluate the financial information in the bids. She also said she is
considering asking the short listed bidders to write a short statement, which
will be included in a magazine for the public.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
WGH Campaign mentioned that the
Social Value Act now allows public sector bodies to look at how the social,
economic and environmental well being of an area can be improved through a
procurement contract.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
WGH Campaign thanked Chief
Executive and Project Director for their time and for clarifying so many issues
for them</div>
Anonymoushttp://www.blogger.com/profile/01348684435754276700noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-16351721110880025412013-11-07T04:24:00.005-08:002013-11-07T04:24:39.563-08:00Victory in LewishamThe people <b>can </b>defeat the Government. Take a look at <a href="http://www.leighday.co.uk/News/2013/October-2013/Victory-for-people-of-Lewisham-as-Government-appea">this link </a>about the victory in Lewisham.DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-28561693191201538682013-10-29T01:14:00.001-07:002013-10-29T01:14:37.146-07:00Letter to Weston Mercury on Cabinet Members' interests in health
industryI<i> have sent this letter to the Weston Mercury</i>:<div><br></div><div><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Dear Editor<br><br>Readers may remember that the Weston Patients Before Profits Campaign asked John Penrose MP to look into the number of Cabinet Ministers who have financial interests in private health corporations. Our MP took the view that this was not something he should be expected to do. The Weston Patients Before Profits campaign has therefore done the research, and we have found that five Cabinet Ministers, and also five senior MPs who have access to the Cabinet, have private financial interests in the health care industry. Some of these are directly involved in Circle and Care UK who are interested in taking on the franchise of our Weston hospital. In addition to this, the Conservative party was given in excess of £95,000 by health and pharmaceutical industries in 2011.<br><br>It would be naive to suppose that these financial interests do not influence the decisions of Government regarding whether Weston General Hospital should be taken over by an NHS group or by a private corporation. The only way that these vested interests can be overcome is by a significant community protest.<br><br>Sincerely<br><br>Dr Richard Lawson<br>Walnut House<br>Dolberrow <br>BS25 5NT<br><a href="tel:01934853606" x-apple-data-detectors="true" x-apple-data-detectors-type="telephone" x-apple-data-detectors-result="1">01934853606</a></span></div>DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-33883825022507238692013-10-28T01:35:00.001-07:002013-10-28T01:35:46.362-07:00"I have seen the future and it pays"<div class="separator" style="clear: both;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdMnliZrFiO3UX_setI_P02VweppQEalhUVfVjb5O1AaSwwbx2fFPFyKKraRdt-dKPA2M4zxBUDwH2rwJ5ypPJjhZInaz9AGQAU1nENgwEoiCZRbppQZzku4szqmS-pqP1JbkvSjPaveSQ/s640/blogger-image--437911512.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdMnliZrFiO3UX_setI_P02VweppQEalhUVfVjb5O1AaSwwbx2fFPFyKKraRdt-dKPA2M4zxBUDwH2rwJ5ypPJjhZInaz9AGQAU1nENgwEoiCZRbppQZzku4szqmS-pqP1JbkvSjPaveSQ/s640/blogger-image--437911512.jpg"></a></div>DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-17411279919287756352013-10-26T04:22:00.001-07:002013-11-27T06:17:04.066-08:00George Osborne's links with Health CompaniesPart 2 of our series on cabinet members' financial links with the Health Care Industry: George Osborne the Chancellor.<br />
<br />
Osborne invited Lord Nash, chairman of Care UK and founder of Sovereign Capital, which runs a string of private Health Care firms, to join his <a href="http://www.powerbase.info/index.php/HM_Treasury_Independent_Challenge_Group">HM Treasury Independent Challenge Group</a>, whose remit is to “question the unquestionable” in the Treasury's austerity drive. <br />
. DocRichardhttp://www.blogger.com/profile/08903964792092284406noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-40705477219917993262013-10-26T04:02:00.003-07:002013-10-26T04:02:47.804-07:00Cabinet Ministers' connections with Private Healthcare (Part 4)The saga continues, listing Cabinet Ministers' sticky pie-covered fingers.<br />
<b><br /></b>
<b>Philip Hammond, Defence Secretary</b> was chairman of Castlemead Ltd for 2 years in the 90s. Castlemead has interests in design and procurement in the NHS. He still has a financial interest in Castlemead's perormance.<br />
<br /><br /><b>Maria Miller (</b>Secretary of State for Culture Media and Sport)<b> </b>is<b> </b>a former director of Grey's Advertising Ltd, who work extensively with clients in the healthcare sector.<br />
Former director of the Rowland Group, which became Publicis Consultants, who are also a marketing company working extensively with private healthcare.<br />
<br />
<b>Andrew Lansley</b>, the architect of the controversial Health and Social Care Bill that lies at the root of the current issue for WGH, was replaced as Secretary of State for Health by Jeremy Hunt after his bill was forced through Parliament.<br />
<br />
Lansley received <a href="http://www.telegraph.co.uk/news/newstopics/mps-expenses/6989408/Andrew-Lansley-bankrolled-by-private-healthcare-provider.html">£21,000 for his personal office from John Nash,</a> former chair of <a href="http://wghcampaign.blogspot.com/p/blog-page.html">Care UK</a>, one of the corporations who are interested in Weston Hospital.<br />
<br />
One of his aides, Christina Lineen, went to work for <a href="http://wghcampaign.blogspot.com/p/blog-page.html">Circle</a>, again a corporation interested in Weston General.<br />
<br />
Lansley was director of Profero, a marketing agency that acted for Diageo, an alcohol company that was accused in 2008 of flouting voluntary agreements, but whom Lansley nevertheless later allowed to "educate" midwives in alcohol advice.<br />
<br />
<b>Francis Maude</b> has access to Cabinet. He was a director of Huntsworth until 2005, which has health and pharmaceutical interests. He is also non executive director of two other companies with interests in health care and software supplies to the NHS.<br />
<br />
<b>Oliver Letwin</b>: has access to the Cabinet. He was a non-executive director of N.M. Rothschild Corporate Finance Ltd until 2009. Rothschild Group are one of the world's largest investment companies and invest heavily in healthcare.<br />
<br />
<b>David Willetts</b> has access to the Cabinet. He had financial support paid to his research account by HgCapital private equity manager, Ian Armitage in 2008. HgCapital <a href="http://www.hgcapital.com/content/portfolio/investments/1/4">funds</a> healthcare companies.<br />
<br /><b>Dominic Grieve </b>has access to the Cabinet. Has shares in Reckitt Benckiser, GlaxoSmithKline, Diageo , Astrazeneca, Standard Chartered (Health insurance).<br />
<br />
<a href="http://socialinvestigations.blogspot.co.uk/2012/02/nhs-privatisation-compilation-of.html">Source for this data here.</a> Anonymoushttp://www.blogger.com/profile/01348684435754276700noreply@blogger.com0tag:blogger.com,1999:blog-8972262433795289485.post-75311998431226700292013-10-25T12:08:00.000-07:002013-10-26T02:46:03.950-07:00William Hague's link with health companiesPart 3 of our series setting out the links of Cabinet Ministers with private health companies.<br />
<br />
William Hague, Foreign Secretary, was in 2008 a director of AMT Sybex, a supplier of IT (computer technology) to the NHS.<br />
<br />
<br />Anonymoushttp://www.blogger.com/profile/01348684435754276700noreply@blogger.com0