A constant theme for decades now by Labour re the NHS has been: 'NHS - Safe in our Hands', and 'Don't let the Tories sell off the NHS'.
When people talk of ‘privatisation of the NHS by stealth’, they might like to reflect on where the initiatives came from, and it’s not Tories, neither was in done ‘by stealth’ - It began in earnest under Tony Blair, Labour Government (1997 – 2007). I'm not saying private sector involvement is a bad thing - I just want to make the point to those in this thread who - on a matter of principle
do think it's a bad thing - should be aware of how private sector involvement came about.
From the 1997 Blair's government, there were three Secretaries of State:
Frank Dobson 2 May 1997 – 11 October 1999
Alan Milburn 11 October 1999 – 13 June 2003
John Reid - 13 June 2003 – 6 May 2005
Frank Dobson:
He was 'old Labour' and found it hard to build an impact.
He wanted to keep the NHS just as it was, and to throw more and more money at it. He faced interference from civil servants, who claimed that prime minister Tony Blair raised the issue of further private sector involvement in meetings with Dobson, which Dobson said "just wasn't true". He had his hands tied by the decision to stick within spending limits set by the previous Conservative government and wrote a memo to Blair saying, "If you want a first-class service, you have to pay a first-class fare – and we're not doing it.".
Dobson's abolition of the internal market in the NHS was reversed by his successor, Alan Milburn, who Dobson said was "carried away with the idea that the private sector could make a big contribution", attacking Alan Milburn for ‘making a terrible mess" of the NHS. Private sector involvement was enthusiastically pursued by Alan Milburn and it’s worth dwelling on his role as Health Secretary:
He was responsible for driving through Private Finance Initiative deals on hospitals, for continuing the reduction in waiting times and delivering modernisation in the NHS. In 2002. Milburn introduced NHS Foundation Trusts, originally envisaged as a new form of not-for-profit provider, and "described them at the time as “a sort of halfway house between the public and private sectors"
Milburn later described his reforms
as "getting the private sector into the NHS to work alongside the public sector”. Stating: We gave more choice to patients. We paid more for the hospitals that were doing more rather than paying everyone the same”.
Following his resignation as Secretary of State for Health, Alan Milburn took a post as an adviser to Bridgeport Capital - a venture capital firm
heavily involved in financing private health-care firms moving into the NHS, including Alliance Medical, Match Group, Medica and the Robinia Care Group.
In 2013 Milburn joined PriceWaterhouseCoopers (PwC) as Chair of PwC's UK Health Industry Oversight Board, whose objective is to drive change in the health sector, and to assist PwC in growing its presence in the health market. Milburn continued to be chairman of the European Advisory Board at Bridgeport Capital whose activities include financing private health care companies providing services to the NHS and continued as a member of the Healthcare Advisory Panel at Lloyds Pharmacy. As of 2022 he remains a Senior Adviser to PwC.
John Reid - 13 June 2003 – 6 May 2005.
His appointment as Health Secretary took him into his fourth cabinet job in less than a year.
4 April 2003 – 13 June 2003 – Leader of the House of Commons
4 April 2003 – 13 June 2003 – Lord President of the Council
24 October 2002 – 4 April 2003 – Minister without Portfolio & Chairman of the Labour Party.
14 October 2002 – 24 October 2002 – First Minister of Northern Ireland.
25 January 2001 – 24 October 2002 – Secretary of State for Northern Ireland.
As Health Secretary, Reid controversially increasing capacity by introducing private companies to run treatment centres for knee, hip and cataract operations. He claimed this provided extra staff and extra capacity to help treat more patients in the NHS at an unprecedented rate, as indeed it did and that continues to be so to the present day. It’s cost effective, and millions have benefitted from it, my wife and I included. It’s cost effective, and there’s chance as there is with large NHS infirmaries which have A&E Departments, that operations will risk being cancelled at short notice due to operating theatres being needed for emergency, such as car accidents with multiple casualties.
Rachel Reeves and Wes Sweeting will, I think, do whatever's necessary to ensure taxpayers get best value for money, and as patients, the best service, for which - after all - they are paying. Whether that means more or less private sector involvement in the NHS is neither here nor there. As Sweeting says 'The NHS is not a shrine - it's a service.
In addressing the NHS Annual Conference in Sweeting said:
Quote:
Money cannot continue to be poured into the NHS, the shadow health secretary has said, as he compared the head of the health service to Louis the 14th.
He told the NHS Providers’ annual conference in Liverpool there was a risk the NHS would become the state owing to how much it costs the taxpayer.
He said: “There is no route out of the crisis in the NHS that requires simply spending more money”, adding that the Department of Health and Social Care accounts for 42% of departmental spending. He told delegates: “I like Amanda Pritchard (NHS chief executive) very much, but we’re in danger of making her Louis the 14th – ‘l’etat, c’est moi.’” Louis the 14th reigned France from 1638 – 1715 and is associated with the saying “L’État, c’est moi” (the state, it’s me).
I think the NHS has to think really seriously about how it spends taxpayers' money and how sustainable it looks if it continues to grow and grow.
Mr Streeting later added: “When you look at the NHS today, as it stands as a proportion of public spending and the size of the state, I think we should be anxious for two reasons. “There is a real risk that the NHS becomes the state and sometimes I hear people suggesting that the NHS should do things that go well beyond the boundaries of what I think a health system ought to do, to pick up slack in other parts of the public sector.
“Secondly, when money is tight, as it is and as it’s going to be for the foreseeable future, every penny that goes into the NHS is potentially a penny that could have gone into schools, into policing and criminal justice, into tackling child poverty. “And so, we can’t have a situation where, because we know that the NHS sits at the top of public concerns… we just assume that we can continue to get more money out of the public at the expense of other public services.”
He said the case he would have to make to Rachel Reeves if she becomes chancellor is “Why is this investment in the NHS going to be better spent and more impactful than investment in other very worthy causes? So, for that reason, I think the NHS has to think really seriously about how it spends taxpayers’ money and how sustainable it looks if it continues to grow and grow.”
End quote.
https://www.independent.co.uk/news/uk/nhs-wes-streeting-louis-money-liverpool-b2447872.html
It all makes sense to me.
Times they are a changing.