It was interesting to hear that providers claim for property costs as well as wages and materials. Presumably this means mortgage costs as well as rates, etc, which means that technically all NHS properties are owned by the public right, since we’ve paid for them. If that’s correct then these properties are a public asset which can be leased to say local clinics via the surgery practice which is a private business, which pay for out of their income. This is how any business operates! I’ve never heard of any privately owned business that gets its property overheads paid for by another entity, so doctors practices should be treated the same. They get to use the NHS owned property but it should come with certain conditions on availability, resourcing levels, opening times, how much private work they can conduct on these premises, etc, that way the public gets the service it needs and best value for taxes paid! Another issue related to hospitals is the rental paid on third party assets provided by companies to supply services. Take as an example oxygen bottles, which are essential for on site supply but are produced elsewhere by a third party. No problem with that, the NHS is a health care provider not a chemical producer, but it is there responsibility to ensure rented assets such as O2 bottles are returned to the supplier immediately they are empty for refill. I know for a fact that optimal turnaround in this area is pathetic in the NHS and that as a result providers are making a killing on massive stockpiles of empty bottles accruing rental costs 24/7. When I hear that the only solution for the NHS’s problems is more money it’s hard not to laugh or get angry because the public knows that isn’t 100% true and there’s a lot of waste within the NHS that needs to be addressed first. This is the kind of prudent fiscal management our government should be doing, not fudging the issue by simply seeking to increase taxes as an easy way of solving the problem. Capital efficiency and optimized running costs need to be KPI’s as well as waiting lists, etc.
yo you tryna slide me a scholarship
It was interesting to hear that providers claim for property costs as well as wages and materials. Presumably this means mortgage costs as well as rates, etc, which means that technically all NHS properties are owned by the public right, since we’ve paid for them.
If that’s correct then these properties are a public asset which can be leased to say local clinics via the surgery practice which is a private business, which pay for out of their income. This is how any business operates!
I’ve never heard of any privately owned business that gets its property overheads paid for by another entity, so doctors practices should be treated the same. They get to use the NHS owned property but it should come with certain conditions on availability, resourcing levels, opening times, how much private work they can conduct on these premises, etc, that way the public gets the service it needs and best value for taxes paid!
Another issue related to hospitals is the rental paid on third party assets provided by companies to supply services. Take as an example oxygen bottles, which are essential for on site supply but are produced elsewhere by a third party. No problem with that, the NHS is a health care provider not a chemical producer, but it is there responsibility to ensure rented assets such as O2 bottles are returned to the supplier immediately they are empty for refill. I know for a fact that optimal turnaround in this area is pathetic in the NHS and that as a result providers are making a killing on massive stockpiles of empty bottles accruing rental costs 24/7.
When I hear that the only solution for the NHS’s problems is more money it’s hard not to laugh or get angry because the public knows that isn’t 100% true and there’s a lot of waste within the NHS that needs to be addressed first.
This is the kind of prudent fiscal management our government should be doing, not fudging the issue by simply seeking to increase taxes as an easy way of solving the problem. Capital efficiency and optimized running costs need to be KPI’s as well as waiting lists, etc.