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Denial Of Healthcare Continues Main Tactic Of Integrated Care Boards As Government Demands Savings

The US model of Healthcare profiteering embedded into UK Healthcare

As we all know, the US model of healthcare is based on the principle of healthcare denial in order to maximise profits.

Wes Streeting and NHS England through the system of controlling integrated care boards that now run a fragmented and local-only health service in England; are continueing their drive to replicate the US healthcare system in the UK.

This latest news is a perfect example: Hospital beds being cut along with staffing levels:

Queen Elizabeth King’s Lynn Foundation Trust (QEHKL) is facing a significant challenge as it works to meet a £29.5 million savings target for the 2024-25 financial year, a key component of its Cost Improvement Programme (CIP). The target, which represents about 9% of the trust’s annual budget, is one of the highest in the NHS, and the trust has already reported a £17 million deficit by month five of the year, £7.7 million worse than expected.

To meet the target, QEHKL has implemented a number of cost-saving measures, including:

1. Bed Closures: The trust has closed two wards, reducing its bed capacity by approximately 60 out of 520 total beds (about 11.5%). This was part of an effort to save £5.5 million, as the trust had a high number of beds occupied by patients who were medically fit for discharge. CEO Alice Webster stated that shutting these beds would not impact overall productivity, as patients who no longer needed hospital care were being sent home or to alternative care settings faster through initiatives like the discharge-to-assess model.

2. Workforce Reductions: The trust is aiming to cut £10.5 million from its staffing costs. This includes a modest reduction of 3% in full-time equivalent staff, from 4,010 to 3,883, and a shift towards reducing reliance on agency workers by privatising bank staff. However, this has led to staff dissatisfaction, with some accusing the trust of last-minute cancellations of bank shifts, causing stress and uncertainty.

3. Elective Activity Push: QEHKL is also focusing on increasing elective activity, although it is currently behind its targets. The trust aims to recover £4 million through elective surgeries but has only reached 102% of 2019-20 levels instead of the 120% expected. Challenges include the deteriorating state of the hospital's physical infrastructure, particularly the theatre block, which has been affected by structural issues related to reinforced autoclaved aerated concrete (RAAC) and required closure for repairs.

4. Long-Term Infrastructure Plans: The hospital is part of the government’s New Hospital Programme, with plans for a new site targeted to open by 2030. CEO Alice Webster emphasized that meeting the tight timeline for the new facility would require significant effort in a short amount of time. The new site is intended to better address the needs of an aging population, with plans for specialized care for older patients.

Despite these efforts, QEHKL is struggling to stay on track with its finances and faces significant pressure to balance the budget while maintaining patient safety and quality of care. The trust is also working with local care providers and councils to address discharge issues and reduce unnecessary hospital admissions, while navigating the complexities of its physical infrastructure and the pressures of staffing shortages.

So Wes Streeting, where is the extra funding you promised going to?

Source: HSJ / Unionsafety

See also: NHS Privatisation News Archive

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