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999 Call for the NHS

A grassroots NHS campaign. Not affiliated to any of the political parties.

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By 999 Call for the NHS, Mar 28 2020 04:33AM

The new COVID19 Discharge Service Requirements issued last week to Foundation Trusts and other NHS England Management had one very clear message - “forget the usual Discharge Process - get the beds empty within the week by Friday 27th March”.


15,000 beds to be exact. Hospital beds cleared ready for the aniticipated rush of Coronavirus cases. A mantra found throughout the guidelines is “ The default assumption will be discharge home today”.


This week the Health Service Journal announced that a senior health policy spokesperson told them the guidance “basically amounted to orders which say: whatever it costs, get people out of hospital.


"Don’t worry about the rules, just do it.”


We asked a recently retired Senior Nurse “Could the beds be cleared in a week?”


Their reply: “Possibly, ward nurses are used to this sort of pressure and there will be a relentless push from the top down. I don’t see this as being very different in practice for ward staff - the discharge co-ordinator will bear the brunt because they will have to really push for discharges, but ward staff are used to that.”


So where are these patients to be transferred to?


Well 1% for whom there has been a life-changing event( car crash etc) and HOME is not an option they will be found a bed in a nursing home or residential care home. But there is a problem there lurking... more of that later.




According to the Discharge Assessment guidelines Pathways 0,1, 2 those heading for home will be met by vast teams of smiling, able and willing nurses and carers, supported by coordinators and managers.


In the Hospital there will be :

Dedicated staff to support and manage

Social care colleagues

Case managers responsible for ensuring individuals and families are fully informed of the next steps, arranging transport and ‘settle in’ support

Senior clinical staff to support with positive risk-taking


Out in the community there will be:

A single coordinator which is the community provider

A case manager allocated by the single provider

Assessment of longer term care packages

Social care and community staff

Multispecialty Community Teams

Voluntary organisations and their volunteers


It’s a miracle really. Out of nowhere there are suddenly a wealth of bodies to take up the challenge - like pulling rabbits out of Top Hats.




So wondrous is it that you even get a leaflet to help you cope with one thing.


“Due to these pressures, once you no longer need care in hospital, as decided by the health team looking after you, will be discharged. You will not have a choice over your discharge, but it is always our priority to discharge people to a safe and appropriate place”.



“Is your HOME truly a safe and appropriate place?”


Well 99% of those being pushed out this week are about to find out. Anyone who has tried to care for a terminally ill or seriously sick patient in a living room without proper equipment, space or adequate training will tell you that lifting, turning, feeding and toileting and medicating in the home is a painful and almost impossible task.


For the 1% - those pesky difficult patients who can’t go home and require bed treatment to continue on Pathway 3, the NHS will cover costs and pay nursing/care homes to take the patients. The sticking point has proven to be that patients are not being routinely tested on leaving hospital. Ethically speaking how can a care home/facility - inhabited by elderly and vulnerable residents - take a possibly infected patient into their home?


The same troubled scanerio is playing out in California It’s a real risk and tensions have already emerged as care and nursing homes have refused to accept discharges unless the patient has been tested for the virus. Testing is not a requirement under the new Discharge Service Requirements. WHY?


The former Senior Nurse continued: “Nursing homes will be forced to take people on the basis of this new process, they will have a stick to make it happen somewhere in those guidelines, community nurses will absorb the volunteer force to get people home and set up... definitely not something I approve of”.


Money may also be a concern for GPs and their community teams - already in short supply with new recent contracting cutting their funding - but a bigger concern right now is whether they are supported by functional and required standard Personal Protective Equipment.


Some NHS Staff have resorted to SCREWFIX and paying for their own masks - which is a disgrace. And GPs say they and their staff are being placed in danger with no quality equipment in their possession and little sign (despite ‘sincere’ announcements from Health Secretary Matt Hancock) of new supplies coming anytime soon.




Ironically one Nurse Practitioner in a Community Surgery setting was struggling with this week’s activities on a very different front - going digital has meant surgery doors are shut and there are no face to face appointments. She is only too aware that there are patients in her community suffering because of this - including cancer patients who are now facing cancelled operations due to hospitals being instructed to focus only on COVID19


“I’m feeling guilty because I’m not actually doing anything. Lots of online planning meetings but in terms of helping patients - nothing. Safety nets and ordinary practice standards are at an all time low and that is a big risk. The strain on the system as a whole and our already strained response times and access issues are at crisis in terms of patient safety. And of course next week we are being asked to run ‘hot and cold’ surgeries - hot meaning face to face appointments with little or no safety equipment”.


So hospital staff struggling with stressful 80hr weeks don’t feel supported.

GPs and their staff don’t feel supported.

What about the new Army of 405,000 volunteers who are now stepping into the warzone? Will they feel supported? 405,000 is a big number - and just what NHS England have been pushing for in their Long Term Plan.. more volunteers!


The Nurse Practitioner is not impressed. “It’s another huge worry. Who's going to vet them? Who’s going to train them? Who's going to manage the potential draw of "unsuitables”? For sure, many genuine folk will want to help but potentially it’s a magnet for trouble.”


She is not alone in being concerned about the New Model Army of Volunteers. This Community Pharmacist is in a state of shock after an NHS England online webinar on the new measures. Volunteers bring with them enthusiasm, eagerness and an ability to not understand protocols... and he is genuinely worried they could (through lack of understanding) harm people and themselves.



So the year 2020... Enter Covid19


This article is not intended as a moan about the faults of how this pandemic is being dealt with by the establishment - the misinformation, the ambiguous statements about what to do, what the medical facts are etc. Dealing with this pandemic is surely consuming huge amounts of energy, stamina, nerve and a lot of failure, especially when we are at the mercy of politicians whose ‘dead behind the eyes’ behaviour is the result of never having dreamt their comfortable power could be threatened by a spiky little virus.


A new, spiky little “clever virus” that has raised the issue of the need for properly funded preparedness and a distinct need for hospital space, acute beds with strong robust teams of staff. So much so that, following Italy and Spain, we too are now setting up a ‘field hospital’ - in the shell of ExCel Exhibition Centre with 4000 beds. Since this article began it now appears Birmingham, Manchester are also to get their own field hospitals. What about the rural areas? Shame all those community and cottage hospitals that dotted the land have been got rid of - sold at a low price to developers of bijou apartments for the wealthy.


This must be at the back of Simon Stevens’ mind too. Last year, June 2019 NHS England CEO, Simon Stevens, had a wobble and claimed, ironically, that bed cuts “had gone too far” in a presentation to NHS Confederation “the membership body that brings together and speaks on behalf of the whole NHS”.


Stevens was having an ironic wobble because he knew only too well about the cuts. He’s helped lead and design them since his appointment in 2014. His 5 Year Forward View and recently a ten year NHS Long Term Plan have created an axe-wielding wolf dressed up in a little pink frock chopping beds and hospitals in every direction called “Moving Healthcare Closer to Home” .


He probably learnt all about “Care Closer to Home” during his 9 year residency with (wait for it)... United Healthcare, USA’s largest health insurance company and major global health market player. There he was CEO of UH Medicare and President of Global Strategy. Stevens is the hatchet man for a process that has been going on since the 90’s as we have drifted quietly toward the USA model. It relies on what it calls “prevention” and “integrated care” and the tools are community care, preferably in your own bed, digitech and data and a big push to find more use of volunteers (free labour) in the system. That won't mean saving money it will just mean more of the public money going into the hands of the providers controlling the system.

We have to face the fact that our NHS, a once world-leading public health system, available to all, that set global health standards in mid-20th Century is now, in 2020, a fragmented and broken system as a direct result of three decades of continual neglect by successive governments who have fallen for the corporate philosophy of the likes of McKinsey, KPMG, Price Waterhouse Coopers and Deloitte. Fallen for the lie that public services are ineffective, expensive and bureaucratic and that business and the ‘free’ commercial market know better and could drive down costs and improve quality.


Lies.


Lies that have motivated massive spending cuts, hospital closures, restrictions to the comprehensive menu of treatments, sold off public assets to developers, and reduced hospital beds by over 50% over thirty years. That’s a lot of beds that might have come in handy at this point in time.


Kathryn H Jacobsen, summed up her Global Health Report “Will COVID-19 generate global preparedness?” for the George Mason University with:


“The COVID-19 outbreak is yet another reminder of the necessity of intensified and sustained commitment to global public health preparedness. The world does not need more evidence of the health, social, economic, environmental, and other problems that arise when we fail to invest adequately in global health security. What is required to break this panic-then-forget cycle is to follow through on prioritising, funding, and implementing preparedness interventions.”

Here in the UK we must not panic then forget. We must remember that the NHS that bloomed in 1948 onwards offered everyone protection and support in such times as this. The NHS before outsourcing, contracting and corporate profiteering, with a coordinated and connected relationship to a Public Health Department and Social Care Department, would be dealing with this pandemic in a very different and more effective manner.


And looking to the future we need a service like that again. We don’t need a health industry or market run by businessmen obssessed with growth and shareholder profit.


We need a health service that knows and respects the human “Art of Caring”.


The world needs that again.


COMING UP NEXT - CRAZY THINKING?


In one week of lockdown this pandemic has enabled this corporate slave government to push through exactly what it has been pushing for the last eight years since the 2012 Health & Social Care Act - Non-hospital Care, Digitech and Charity volunteers.


You might think we’re crazy but the question we have to ask ourselves is:


“Are NHS England using this pandemic to justify their Long Term Plan?”



By 999 Call for the NHS, Nov 11 2019 09:33PM

999 Call for the NHS has been calling for the Renationalisation of the NHS since we marched for the first time in 2014. We've seen, and supported, FOUR attempts at getting the NHS Reinstatement Bill on the parliamentary table and now in 2019 the issue of Renationalisation/Reinstatement comes around again as we enter the election campaign period where after decades of Austerity...


The two main parties are now both the investors of the future and have sudden access to billions of pounds with which to show just how much they love the NHS and promise to keep it alive.


Labour are currently sitting on the most recent version of the NHS Reinstatement Bill, reworking it apparently. But are they talking about the "Renationalised with NO PRIVATE CORPORATE involvement" that we are calling for? How will we reinstate the NHS as a public service?


Easy answer. End contracts for outsourced clinical services. But there are difficult questions. What about the embedded web of "invisible" services that stretch throughout the NHS, beneath and behind the blue logo? For example...



"What the hell is this?" we hear you say.


Well... since the NHS was fragmented by the internal market brought about by the last Health & Social Care Act 2012 healthcare became a business model not a care model. The new Clinical Commissioning Groups (budget holders)made up of health people, knew next to nothing about auditing, tendering, legal technicalities? So they needed an advisory support service.


In 2015 this was known as the Lead Provider Framework - an easy to comprehend network of Commissioning Support Units divided into 9 geogprahical streams with a list of companies that was already fairly unpleasant.





As things progressed in 2017 with the NHS moving ever closer to the American model, based on the likes of Kaiser Permanante and United Healthcare , with an array of new "innovative and disruptive" models of care from federations, hubs, integrated neighbourhoods, multispecialty community providers, primary care homes and networks never mind a literal headfuck of contracting and financial measures designed to confuse everyone it seems.


But have no fear the Lead Provider Framework is here! Naturally shapeshifting in order to meet the needs of poor commissioners out of their depth in the mire of transformational change. Now so much more than legal, auditing and backroom services. Below is a hint of the changes in 2017/18 - End to End Commissioning... take note of the third red column.





Late last year the transformation of the Support Services became much more complex - reflecting the complex top down restructuring being forced by NHS England and all encompassing as the new 2019 NHS Long Term Plan continued to push the envelope of what is called the LEFT SHIFT - more care in the community, closing A&Es, centralising acute services, selling off public buildings... plus the major onslaught of Digital, Apps all tied up with allure of data trawling for profit.



HEALTH SUPPORT SERVICES FRAMEWORK


This is part of NHS England's description:


The Health Systems Support (HSS) Framework provides a quick and easy route to access support services from innovative third party suppliers at the leading edge of health and care system reform, including advanced analytics, population health management, digital and service transformation... The Framework focuses particularly on services that can support the move to integrated models of care based on intelligence-led population health management. This includes new digital and technological advances that help clinicians and managers understand a population’s health and how it can best be managed.



The HSSF is divided into ten LOTS. Opening the lots is like opening Pandora's Box of USA & Global Corporates.Take a look at just one LOT No.6 - Transformation and Change Support



It is a shock but no real surprise to see some usual horses of the Apocolypse in there - KPMG, McKinsey, PriceWaterCoopers and Optum the subsidiary of United Healthcare of America (where SIMON STEVENS spent 9 years as President of Global Strategy) but then dig deeper into the "smaller names" and you discover more USA and global connections.


BDO, Capgemini, Centene, DGX Technology, GE Healthcare Finnamore Ltd are worth a look and even Moorhouse Consulting Limited looks innocent enough until you wonder what they are as "An Expleo Company" more of the same...



And what is Lot Number 6 all about?


Well NHS England kindly provide a description. Provision of a range of expert advice, analysis, transformational and change management capability to design and build the necessary infrastructure for an ICS / STP function effectively. Services include but are not limited to (edited list):


Patient pathway optimisation and care model design


Specialist advice on organisational redesign, governance and payment and contract reform


Communications and engagement


Primary Care at scale support


Is this supporting or twisting the arm of the NHS? Seems a great deal more significant that mere back room services.


Make up your own mind with THIS LINK


Our ask is simple. We know the task is epic and complex in its operation. But how are we going to rid the NHS of the corporate vultures? How do we remove the web of private providers who have now set up home in the framework? It can be done. But we need a government with the will to take it on. And that WANTS to see the NHS restored to a unified public service of support for all.


Renationalisation is about the stopping and rejecting of the USA Healthcare Model being promoted by NHS England, Health Secretary Matt Hancock with support from The Kings Fund, Nuffield Health and numerous other "think tanks". As an Addenbrookes innovation department staff member told us: "We're not innovating or integrating anything to do with clinical care. The only thing we're integrating is the accounts system".


So we need politicians who understand the future of our NHS rests on our ability to reject the profit & insurance model that is being foisted upon us.


Simple.








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