Health Services in Staffordshire — House of Commons, 2015-06-03
Topic: Health
Benedict Gummer (Conservative, Centre-right): It is a great pleasure to serve in this, your first Adjournment debate of the new Parliament, Madam Deputy Speaker. I am delighted that you have found your seat again. It is a great pleasure, too, to respond to my hon. Friend the Member for Stafford (Jeremy Lefroy), who has been a model for many of us in the 2010 intake in his advocacy of local health issues. He was rightly recognised for so doing in the election, and I am delighted that he, like so many of my hon. Friends, was returned with such a considerable mandate as a result of his hard work. I congratulate him, too, on securing this important Adjournment debate, which continues the battle he has fought on behalf of his constituents over the last Parliament. Let me say first that the initial meetings I have had in my new position have in large part centred on the issues raised as a result, both directly and indirectly, of the terrible events that befell the Mid Staffordshire trust. My hon. Friend’s bringing of this Adjournment debate is timely in that sense I shall first address some of the specific issues my hon. Friend raised about the procurements recently spoken about in the press before moving on to deal with the more general issues. None of this has been particularly helped by some of the comments in the local media. Looking at the CCG’s proposals to improve the organisation of cancer and end-of-life services, which my hon. Friend raised first, I would like to announce to him and the House today that a public-private consortium led by two NHS trusts is now the sole remaining bidder and is in the final stages of talks with the CCG to manage the cancer care pathway. This is an innovative model. I know my hon. Friend has some reservations about it, but it is the first of its kind and it should greatly help to improve and develop services for patients. It is one of the outcomes we wanted to see from the changes in his county, so that health excellence emerges out of the terrible events that occurred. I know we share a common position on that Four CCGs are in the process of procuring this consortium to act as a service integrator for the wide range of organisations in the area providing cancer care and to improve the journey of patients in the county and their experience of the care they receive. Dialogue will now continue My hon. Friend asked about the role of advisers, consultants and the associated costs. I cannot give him the details now, but I will ensure that they are provided to him. I will ensure also that all officials, including those in the CCG, have the discussion about the role of consultants and advisers in order to satisfy him—or not—on that matter Let me now deal with some more general points about the health economy in which my hon. Friend’s constituency sits. It is challenged, and it has been challenged for a long time. Last year, Staffordshire was identified as one of the 11 most challenged local health economies in England. The healthcare organisations in those areas need intensive support to ensure that, as a minimum, services are clinically and financially sustainable over the next five years Many of the problems faced by Staffordshire have lain unaddressed for years. Recruitment and retention problems are not unique to the county—other parts of the country experience them as well—but, as my hon. Friend will know, they contributed to the dreadful events on which he has become an expert. Change is needed, not just in the hospitals but in the local health economy as a whole As my hon. Friend has already explained, the county hospital in Stafford is now part of the new University Hospitals of North Midlands NHS Trust—in alliance with services in Stoke—but that in itself is not enough to ensure that patients get a better service. That is about much more than a change of management. A solution often used by the NHS involves concentrating services on a single site, so that professional skills are maximised and patients receive much better care. Although there is a need to reorganise, reorganisation is not just a switch of management location; services themselves must change. That process must be led by local clinicians, working in a partnership between hospital and community, and taking the views of patients into account. The eventual structure cannot be imposed from the outside, nor can there be a "one size fits all" answer. Stafford’s geography, population distribution, transport links and distance to nearby towns and cities, for example, are all relevant to a decision on how services should be set up. Any solution must take account of those factors, as well as others such as disease prevalence and age profile, which are, perhaps, more obviously health-related.