NHS Deficits : Sixth report of session 2005-06, Vol. 2: Written Evidence

NHS Primary Care Trusts (PCTs) were created in 2002 to commission health services for their local populations, and are currently responsible for controlling about 80 per cent of the £76 billion NHS annual budget. In addition, PCTs have responsibility for public health, and many also provide community-based health services such as district nursing and community hospitals. The Committee's report examines the Government's proposals (set out in the Department of Health paper 'Commissioning a Patient-led NHS' published in July 2005, which can be downloaded at http://www.dh.gov.uk/assetRoot/04/11/67/17/04116717.pdf) to cut the number of PCTs and to contract out community health services by the end of 2008. The report raises a number of serious concerns about the proposals, including in relation to: failings in the consultation process; the impact of PCT restructuring and divestment of provider services; and the likelihood that the estimated financial savings of £250 million will be achieved.

Most books on politics and government take a view from the top down. They focus on the individuals and institutions that set policies in place and make the laws. But how are these policies and laws translated into action on the ground, where their success or failure helps determine the day to day running of schools and hospitals, police forces and councils? This is the much less familiar territory explored by Follow The Money. It tells the story of the men and women responsible for keeping track of the money spent locally on public services since the early 1980s. What emerges is a rare behind-the-scenes account of the political world in which central government edicts come up against the reality of how things are made to happen at the grass roots. Follow The Money shows how the Commission has helped over 25 years to transform the management of public services, including the NHS, while mediating in an often tense relationship between central and local government from the Thatcher era to the years of New Labour. The result, encompassing a string of scandals and battles between town hall and Whitehall, is a compelling narrative for which an accounting qualification is most certainly not required.

In this book, a world-class editorial advisory board and an independent team of contributors draw on their experience in operations, leadership, and Lean managerial decision making to share helpful insights on the valuation of hospitals in today‘s changing reimbursement and regulatory environments.Using language that is easy to understand, Financia

This book introduces non-financial managers in the NHS to the concepts and application of financial techniques. In this period of fundamental change in the NHS, managers of all sorts should find this book a lifeline. The authors' extensive experience running courses on financial management for health service professionals has enabled them to write an accessible and down-to-earth book of enormous practical value.

This report examines in detail the 2004-05 revenue situation of NHS organisations and considers key financial management and reporting issues facing the NHS both currently and in the future. Jointly prepared by the National Audit Office and the Audit Commission, the report incorporates the findings of their audit work on the NHS summarised accounts, the consolidated account of NHS foundation trusts, the Department of Health's resource account and the accounts of individual NHS organisations, as well as the unaudited NHS revenue out-turn for 2005-06 as reported by the Department of Health and Monitor. Findings include that in 2004-05, the Department reported a deficit across the NHS as a whole for the first time since 1999-2000, with an aggregate overspend for all NHS bodies of £251.2 million, with 171 out of 615 bodies recording a deficit or overspend, with 68 out of 259 NHS trusts failing to break even, and with 90 out of 303 primary care trusts exceeding their revenue resource limits.