NEXT..........

The next event for the Stop the Franchise will be a public meeting in Huntingdon.

The campaign is to organise a "Question Time" type meeting where members of the Public, all NHS users, can come and ask questions to the assembled panel of where they and their Party/Organisation stand on the Franchise/Privatisation issue.

Watch this space for a date and the panel members, we are hoping to have members from all of the political parties, local politicians, NHS staff, Union leaders and one special speaker for the night.

UP FOR GRABS..............

its published, the report that TELLS IT AS IT IS.............................

This detailed report tells you the ludicrous idea the Government & SHA have
to Franchise out Hinchingbrooke and why this is wrong and unworkable.

READ IT AND ASK YOUR MP where he stands on this issue................

Maybe next time you get the chance to vote you will choose differently?

Click on the link in the side bar for UP FOR GRABS..........

The Countdown

October 4th is almost with us and this is the start of the main campaign

to STOP THE PRIVATISATION & FRANCHISE of HINCHINGBROOKE HOSPITAL

The body Keep Our NHS Public has been working for sometime on this issue and the
mainstays of the local group are Unison branches along with other Trades Council members.

The main focus is to let the public know and to understand what this "Franchise" will mean for them and for their NHS.

It recently came to light that our Strategic Health Authority in their wisdom decided to follow a Department Of Health led initiative and suggest that due to the financial position of Hinchingbrooke Hospital it would be a candidate for the Government's ill conceived "Franchise" system
This would mean that Hinchingbrooke Hospital could be managed and run by a local Foundation trust or a Private company.
Now many of us have reservations about Private involvement in health care whether you are political or not and our Hospital was in threat of closure in 2006, until that is the local people signed petitions and walked the streets.

The latest idea as I have said is to look at the franchise system, however what they not said is that when they happen to decide to go to a Consultation there will be ONLY one choice, what they are saying is that they will choose who will run Hinchingbrooke and you have to agree with as there is no other option, not only that they have already said that the "preferred" bidder for this franchise will get MORE ACTIVITY AND A LARGER TARIFF, that means in the last 2 years they have taken work and money from Hinchingbrooke they are going to give the
people who they give the franchise to MORE WORK AND MORE MONEY than
Hinchingbrooke get................

WE SAY - STOP WASTING PUBLIC MONEY, WIPE HINCHINGBROOKE'S DEBT
AND PAY THEM THE CORRECT TARIFF..............................

AND LEAVE THE HOSPITAL ALONE.......


Dont forget to join the March on the 4th October 2008 and please sign our Petition
we need your names as we are going to submit this to the SHA and copy it to the
Department Of Health and take it to N0 10 Downing Street...........

Be There

                           OCTOBER 4th 2008.......................

     Be There if you care.............

          Be There if you want Your NHS to be the best.............

      Be There if you want NO More Local Health Cuts..........

Another "Preferred" bidder messes up............

Well yet another Government initiative has messed up, this time it's Education.

The up coming Students have not received their sats results...........they should not be paid for 

this debacle and their contract should be made void.

Again it is Government cost cutting that has failed and a Private Company who are just seeing the pound signs and NOT delivering the goods.

We would expect the same if we allow Hinchingbrooke to be "Franchised" off without a FULL public consultation and why don't the SHA & PCT want a public consultation......

Because they know what the public want.................

Hinchingbrooke in the NHS and run by the NHS and not by the PCT another Trust or some fly by night Private company........

Thanks to the Hinchingbrooke Staff & the Other NHS staff

I just want to add a personal note here, something I do not normally do.

My father underwent a Heart Valve operation at Papworth Hospital on the 3rd July 2008, he was

sent home on the 8th July 2008..........yes 5 days later.........

On the 12th July 2008 he suffered a Stroke, I happened to be with him when this happened and

thanks to the Switchboard and the Ambulance crew he was admitted quickly into the care of the staff at Hinchingbrooke.

Subsequently he ended up on MAU under Mr Borland's care and was diagnosed as having a stroke, he is now recovering on the Magnolia Ward and is doing quite well.

Can I just express my thanks to all that have dealt with my father over the past few days and thank goodness that we saved Hinchingbrooke  from closure

The OSC agree with us................

They agree that any Consultation that is put to the public is a Sham..........let's be honest here

the SHA and PCT want to give us a choice of a "preferred" bidder, which means they are going

to tell us who they want to run Hinchingbrooke........that's a franchise then..........and then we get 

consulted on it.............mmm.....that stinks.

There is ONLY one way to have a fair consultation...........let the public decide

And there is really ONLY one PREFERENCE..........KEEP IT IN HOUSE...........

Quality is the key........Alan Johnson says...........

Tell us the Truth and what you really want Mr Johnson, lets face it you keep sending mixed

messages.

3 weeks ago you claimed that there could be a "Franchise" arrangement for "Failing Hospitals"

and how unfortunate was it that Hinchingbrooke was used as an example.

It is a Top 40 Hospital in the UK and is in the Top 5 for Patient satisfaction so they meet the

QUALITY criteria that was laid out yesterday.

Let me broaden the argument, 3 weeks ago it was Hinchingbrooke bashing due to the Government induced historic debt which moves Hinchingbrooke to fill a "Failing" criteria

yet on the 30th June 2008........Hinchingbrooke would qualify for £7-9m extra funding due

to the quality of its services...............so in essence, if Hinchingbrooke were given say £7m this year 2008/09 and kept the performance to receive the same amount in 2009/10 that would

in effect clear the £14m historic debt..............

So why do we need a "Franchise" or Takeover?.................er we don't.............

ON FRIDAY 4TH JULY, THERE IS A MEETING BETWEEN THE OVERVIEW & SCRUTINY COMMITTEE AND HINCHINGBROOKE.............

IN THE PAPERS FOR THE MEETING THERE IS HIDDEN THE CASE FOR THE "TAKEOVER" BUT AND THIS IS A BIG BUT...............THERE WILL BE A CONSULTATION BUT NOT A FULL ONE AND AFTER THIS "ARRANGEMENT" HAS BEEN SORTED OUT

IT IS LIKE BEING IN ZIMBABWE ..........ONLY ONE OUTCOME.................

WE NEED TO ACT NOW..........

Quality ranking key to NHS funds

Patients' rating of the quality of their NHS care will affect hospitals' and GPs' 

funding in England in the future, ministers have announced.

Information on service quality is also set to be displayed on "dashboards" in hospitals, GP surgeries and on the web.

For example, quality-linked funding could make up between £7-9m of the average district general hospital's budget of around £250m within a few years.

COME ON THEN MR BROWN..........HINCHINGBROOKE IS IN THE TOP 5 FOR QUALITY IN THE PATIENTS

SURVEY............COUGH UP NOW AND CLEAR THE DEBT......STOP THE STUPID FRANCHISE PLAN

The NHS will be 60 on the 5th July...............

Will it be a Happy Birthday ?

The NHS was born on 5^th July 1948 and was the “child” of Nye Bevan and at the time a sorely needed service to the Welfare state.

Much has evolved over her 60 years and most of the , some say unwelcome, changes have happened since the 1980's, mostly due to more administration and targets and less to do with patients. Many NHS staff and supporters think that these changes are merely political interference and the NHS being used as a political pawn.

That aside there have been many new surgery techniques, drugs and working practices adopted and there have been many Department of Health enforced changes to staff roles in the 60 years.

So all is looking rosy for the elderly lady then?

It was not until the 1980's when the then Thatcher government managed to get is hands on the NHS did we see the foundations of the current NHS problems start and the beginning of Targets and G.P fund holders and these were also accompanied by some staff changes, at that time some staff posts were ended such as Matron's and not much fuss was made.

Mrs Thatcher used the targets to beat the opposition in Parliament for some years with the “we can run the NNS better than you” message. Meanwhile she was planning to Privatise the NHS by the back-door, under the noses of the Patients who were wrapped up in their tax cuts, high interest rates (17%) and getting a job (3 million unemployed).

She did begin privatisation by introducing the Compulsory Competitive Tendering system which affected both the NHS and Local government, as can bee seen even today we are still suffering from this legacy, some Councils still have contract Bin men and many NHS hospital’s have Contract cleaners. This idea was sold to the people on the basis that it would be cheaper and would promote efficiencies, in reality we know the results, MRSA and other superbugs due to shortcuts and poor cleaning methods and also it isn't cheaper either in the long run, How much has it cost the Taxpayer for the recent “Deep Clean” exercise? And why were the cleaning companies not penalised and forced to pay up for the bill from their unearned profits they have already banked?.

This system has allowed certain companies to get in the door of the NHS to milk the NHS finances, putting profits before patients and nothing more.

When the Labour party won in 1997, many thought that Mr Blair would be the saviour of the NHS and he did have a good start by injecting more funding into the NHS.

But and there is a big BUT............ The Labour party and indeed Mr Blair himself wanted to follow some of the Thatcher principles and he used the Target culture against the Conservative opposition and he made sure there were over 200 more targets to meet.

The effect of this has been more data collection and the increased investment in the NHS has been wasted on more Administration and Management, rather than to Patient care to satisfy this unending greed for statistics to enable more political clout in parliament and for nothing more.

There have been many new treatments and drugs pioneered and with the imbalance of the weighted head per capita funding a “postcode lottery” has been introduced so that many patients cannot benefit from these treatments. This imbalance is nothing short of criminal and should be addressed as should future projections for the ageing population.

There have been many reorganisations at the Strategic Health and Primary Care levels and these have seen on the Strategic Health area redundancy payments from the 2006 reshuffle, which amounted to £80m yes £80m, what a waste of NHS funds.

Another idea that the Thatcher government introduced in the 1980's was the Private Finance Initiative, when they were in power it was just an idea and on the face of it, it does appear to satisfy the requirement to build new Hospital's but when it is assessed fully it is another waste of NHS cash.

A local example is the Treatment Centre at Hinchingbrooke Hospital, super building, modern, clean and easy to access, the original costs were set as £19m but rose to £22m, this will in fact lead to a final cost over the 30 year contract to the building alone costing £93m yet alone the extra “soft fm” costs of domestics and porters on top. This is just but one example and there are many more across the NHS.

What Next?

The Government have now got a marketisation agenda for England and this is not aimed directly at the Secondary sector (Hospital's) as many are of Foundation Status, but at Primary care level, the level most of us use.

Your G.P, community services and your healthcare is at risk from this attack, with these plans the “son of PFI”, LiFT, will surge forward and linked to the Darzi report, which sees the new Polyclinic scenario; where there are many G.P's and other services are provided in a “one stop shop”.

Some provided by private healthcare companies such a Virgin (What they know about Healthcare is beyond me, they are well known as company who see an opportunity and then take it and then when the profits are not as projected they pull out – like they did in the Power provider and Music shop sectors) .

These centres will probably work in certain areas where there are few G.P's and in a city environment but when in rural areas it will be to the detriment of patients.

There is a current campaign going on locally to Save Papworth Surgery, it is threatened with closure and the people of Papworth, home to the famous Heart hospital will have to travel 8 miles to see a G.P, that is outrageous.

Lord Darzi would do well visit Cuba where they have effective Polyclinics and they also have G.P's working in the system too, and see how that model works.

There are also other areas where the private sector try to ease their way into the NHS, Support Services, by this I mean Sterile services and Pathology labs and the like, locally again there was proposed a “network” of NHS trusts to have a Private company run a “centralised” Sterile service in Thrapston to serve some local trusts with decontaminating surgical instruments, this has now been shelved as Trusts pulled out of the process one by one, you only have to look at the current transport costs and other cost factors to see why.

As for Pathology, there was a proposal in 2007 to have ALL of Cambridgeshire's community blood tests done at Newmarket in Suffolk by a Horse Racing lab, a company was going to be set up of which Addenbrookes in Cambridge would have had a large interest, this would have led to increased blood test turnaround times(from hours to result to days to results), with extra traffic on the roads and now with increased transport costs an increase in the tariff collected would have already been passed onto the G.P's and PCT's. Not cost effective at all and again to the detriment of patients.

This is a big issue with letting Private companies in on the NHS, they as has been proved before with cleaning contracts, only there for PROFIT, they do not care for Patients one iota.

There are some Government ministers and the CBI who claim that the Independent Treatment Centres provide value to the NHS, when in fact they cherry pick easy procedures which give maximum profit and it is well known that for 10 procedures done in an ISTC, 11 are performed for the same cost in the NHS. The other complicated cases are left for the NHS to mop up.

Lets be brutally honest, look at the mess the railways are in, the contract cleaning and other privatised services they are not run efficiently or are cost effective, just a means to satisfy a shareholder profit and blow the service they provide to us the “customer”.

To monitor the performance of these companies it is left to Public companies to have their own system to check on their contractors, again another necessary financial burden.

If the Government get their way here the NHS will be like the Royal Mail, it will bankrupt itself. It will left be that the NHS will only having funding for the complicated procedures and Private companies who the rest of the work, this will result increased costs for the NHS and boom....bust and yes this will happen if they are allowed to get away with it.

The final part of this issue is the latest Government idea, to Franchise out “Failing Hospital's”. They haven't yet said what the definition of a failing hospital is, but on the day of their announcement saw fit to use Hinchingbrooke Hospital as an example.

Naturally the terminology “Failing Hospital” seems unkind as Hinchingbrooke are in the UK's Top 40 hospitals and in the Top 5 for Patient care, so why are they considered to be failing? I understand that naturally, Hinchingbrooke are unhappy about this unfortunate terminology.

It would appear, for Hinchingbrooke that it has been categorised as Failing because of the Labour government caused, Historic debt. The government is solely to blame for this due to the way their policy and strategy changes they have implemented along with their constant reorganisation of the NHS since 2000 which has caused hardship for All District General Hospital's in the UK and given the Foundation Trusts more freedom to go for a market based environment should they choose to.

Now to make sure that the NHS continues to provide free healthcare and be sustainable too, we need to remove necessary targets, remove Private involvement, stop PFI, fund it equally across the UK and argue the case for this valuable Public service

Nye Bevan said 60 years ago “ The NHS will only survive while there are people willing to fight for it”, this is not just a Trade Union issue, not just a Local councillor issue, not just a Politicians issue it is a Citizenship issue, one we ALL need to embrace and fight for this service before they take it away from US, it's OUR NHS...........leave it alone and in public hands

SHA statement regarding Hinchingbrooke

Well our friends at the SHA, in a statement to Radio Cambridgeshire

claim that the replacement of the Hinchingbrooke Trust board

was agreed at last years PCT consultation...................

WELL, I AM SORRY TO INFORM THEM THAT BEFORE

THEY ISSUE STATEMENTS THEY GET THEIR FACTS

CORRECT............

THE CONSULTATION CONTAINED A CAVEAT THAT

SUGGESTED THAT CONSIDERATION COULD BE GIVEN

TO DISSOLVE THE TRUST BOARD IN 2009 NOT THE

"DONE DEAL" AS HINTED BY THE SHA.

We believe that the Government should also revisit their

statement and clarify a "failing" hospital..............

Hinchingbrooke is a Top 40 hospital in the the UK in

the Top 5 for patient satisfaction and under the patient

choice system more people including former senior

staff members are using this wonderful facility............

The fight goes on to keep this Hospital in the NHS and not

farmed off to a.n other to try and pay off the government

induced historic debt................

Please read "Caught in the Crossfire" it shows clearly

how Hinchingbrooke was "bullied" into it's current financial

situation by Government policy changes.................

The NHS is a month away from being 60 and its founder said

"The NHS will only survive for as long as people fight for it."

and by golly we will fight for it.................

New Government Plans

We said this would happen.............in 2006

The government have now a crazy plan to allow private companies and or Foundation Trusts to take over "failing" Hospitals and run them...........

So with Hinchingbrooke, where will they go?

Is it a failing hospital?............well it's in the Top 40............so, No then

MRSA a problem.............NO..............so, no problem there then

Finance................yes a Historical debt that needs to be sorted out......but, 

WHO CAUSED IT.........................The Government, the very ones who want to sort out

the failing hospitals, how about sorting the failing government policies?

We say leave Hinchingbrooke alone and let them carry on with their current board and

organisation and negotiate a way to sort out the debt

Well at last!!

The East of England Strategic Health Authority agree with us...........................

on 12th May 2008 they claimed...........that.....

Ensure all 17 Acute Trusts will keep an obstetric unit, with a co-located midwife-led unit
Guarantee one-to-one midwifery care in established labour by recruiting at least 160 more
midwives

Maximise care for ill babies by increasing level 3 intensive care cots, increasing
the number of level 1 special care units and reducing the number of level 2 high
dependency units

Ensure all 17 Acute Trusts will continue to have an A&E department

Make access easier by creating a new memorable telephone number for urgent care and
ensuring consistent triage across all services

Create a series of Urgent Care Centres

Work towards providing 24/7 access to a fuller range of key acute services


There is too much unfairness in health -

There is a region wide life expectancy difference of 10 years across the region, looked after
children tend to have very poor health compared to the rest of us and there are other sections
of our society that are marginalised.

We are not meeting the expectations of those we serve - Many people across the
east of England have some dissatisfaction with NHS services.

They want more attention on basic services and standards, easier access to services, less
waiting and to be treated as an individual with respect.

and it also says and confirms what we have said since 2003 onwards..........
people want routine services closer to home rather than in major acute hospitals

Prioritise patients, not privatisation

(09/04/08) UNISON is calling on NHS trusts across England to refocus on patients, after the government’s health watchdog revealed the findings of its latest staff survey.

The poll of 156,000 NHS staff shows that fewer than half think caring for patients is the top priority in their workplace.

Karen Jennings, UNISON head of health, said: “It seems obvious that patients must be the top priority for trusts, but the Healthcare Commission survey shows that less than half of NHS staff feel this is the case in their hospital.

“Trusts must refocus attention on their patients and away from competition and privatisation,” she warned, adding: “The growth of the private sector, marketing and financial targets are having a damaging impact on the way hospitals are run.”

Around three-quarters of staff said they were not valued by their trusts; this was the most common reason given for wanting to leave their jobs.

The survey also throws up disturbing levels of violence –urgent action is needed to stem the attacks, said Ms Jennings.

“Once again, the number of staff reporting physical violence and harassment remains depressingly high. The frankly shocking figures show that there has been no real decrease in those who have personally experienced being attacked by patients or their relatives.”

FROM UNISON....................IT TELLS IT AS IT IS.............NOT A POLITICAL SPIN WHICH IS RIFE

IN BOTH THE TWO MAIN PARTIES MANIFESTOS

OFT issues statement of objections against 112 construction companies

The OFT formally alleges that the construction companies named in the SO have engaged in bid rigging activities, and in particular cover pricing. Cover pricing describes a situation where one or more bidders collude with a competitor during a tender process to obtain a price or prices which are intended to be too high to win the contract. The tendering authority, for example a local council or other customer, is not made aware of the contacts between bidders, leaving it with a false impression of the level of competition and this may result in it paying inflated prices.

1. A. H. Willis & Sons Limited
2. ARG (Mansfield) Limited
3. Ackroyd & Abbott Limited together with its subsidiary Ackroyd & Abbott Construction Limited
4. Adam Eastwood & Sons Limited together with its controlling party the Sir John Eastwood Foundation
5. Admiral Construction Limited together with (for alleged infringements from 31 October 2003) its ultimate parent company A C Holdings Limited
6. Adonis Construction Limited
7. Allenbuild Limited and Bullock Construction Limited together with their ultimate parent company Renew Holdings plc
8. Apollo Property Services Group Limited formerly known as Apollo London Limited together with its former ultimate parent company Apollo Holdco Limited formerly known as Apollo Group Holdings Limited
9. Arthur M. Griffiths & Sons Limited
10. B & A Construction (Leicester) Limited
11. Baggaley & Jenkins Limited
12. Balfour Beatty Construction Limited, Balfour Beatty Refurbishment Limited, and Balfour Beatty Group Limited (for alleged infringements from 2000 onwards) and Mansell Construction Services Limited (for alleged infringements from 19 December 2003), together with their current ultimate parent company Balfour Beatty plc. For alleged infringements involving Mansell prior to 19 December 2003, Mansell and its former ultimate parent company Mansell plc
13.Ballast Nedam N.V. as the ultimate parent company of its dissolved subsidiary Ballast plc
14.Beaufort Construction (S-in-A) Limited together with its ultimate parent company Beaufort Holdings U.K. Limited
15.Bodill & Sons (Contractors) Limited
16.Bowmer & Kirkland Limited together with its subsidiaries B & K Building Services Limited and B & K Property Services Limited
17.Bramall Construction Limited and Frank Haslam Milan & Company Limited together with their current ultimate parent company Keepmoat Limited, formerly known as Keepmoat plc
18.C. J. Ellmore & Company Limited
19.Caddick Construction Limited together with its ultimate parent company Caddick Group plc
20.Carillion JM Limited
21.Chase Norton Construction Limited together with its ultimate parent company Chase Midland plc
22.Clegg Construction Limited together with its ultimate parent company Clegg Group Limited formerly known as D E Clegg Holdings Limited
23.Connaught Partnerships Limited together with its ultimate parent company Connaught plc
24.Crown Point Maintenance Group Limited as the ultimate parent company of its dissolved subsidiary Greenwood Building Contractors (Mansfield) Limited, for Greenwood's alleged infringements after 11 June 2002
25.Davlyn Construction Limited
26.Derwent Valley Construction Limited together with its ultimate parent company Chevin Holdings Limited
27.Dukeries Building Company Limited together with its ultimate parent company Gavco 159 Limited
28.Durkan Pudelek Limited together with its ultimate parent company Durkan Holdings Limited
29.E. G. Carter & Company Limited
30.E. Manton Limited
31.E. Taylor & Sons (Southwell) Limited, trading as Carmalor Construction
32.F. Parkinson Limited together with its ultimate parent company Mowbray Holdings Limited
33.Francis Construction Limited together with its ultimate parent company Barrett Estates Services Limited
34.Frank Galliers Limited together with its former ultimate parent company Frank Galliers Holdings Limited
35.Frudd Construction Limited
36.GAJ Construction Limited together with its current ultimate parent company GAJ (Holdings) Limited
37.G Carter Construction Limited
38.G. F. Tomlinson Building Limited together with its ultimate parent company G. F. Tomlinson Group Limited
39.G G Middleton and Sons Limited
40.G. & J. Seddon Limited together with its ultimate parent company Seddon Group Limited
41.GMI Construction Group plc together with (for alleged infringements after 6 February 2005) its current ultimate parent company GMI Construction Holdings plc
42.Geo Houlton & Sons Limited together with its ultimate parent company Geo Houlton & Sons (Holdings) Limited
43.George Law Limited together with its ultimate parent company Bosworth & Wakeford Limited
44.Greswolde Construction Limited together with its ultimate parent company Mantisson Limited
45.Hall Construction Group Limited
46.Harlow & Milner Limited
47.Harold Adkin & Sons (Sutton-In-Ashfield) Limited
48.Harper Group Construction Limited and J. Harper & Sons (Leominster) Limited together with their ultimate parent company Harper Group plc
49.Haymills (Contractors) Limited together with (for alleged infringements prior to 26 May 2004) its former ultimate parent company Corringway Conclusions plc and (for alleged infringements after 26 May 2004) its current ultimate parent company Haymills Group Limited
50.Henry Boot Construction (UK) Limited together with its ultimate parent company Henry Boot plc
51.Herbert Baggaley Construction Limited together with its ultimate parent company Baggaley Group Limited
52.Hill Bros. (Nottingham) Limited
53.Hobson & Porter Limited
54.Holroyd Construction Limited together with (for alleged infringements prior to 30 March 2005) its former ultimate parent company Holderness Investments Limited and (for alleged infringements after 30 March 2005) its current ultimate parent company Holroyd Construction Group Limited
55.Interclass Public Limited Company together with its ultimate parent company Interclass Holdings Limited
56.Interserve Project Services Limited together with its ultimate parent company Interserve plc
57.Irwins Limited and Jack Lunn (Construction) Limited together with their ultimate parent company Jack Lunn (Holdings) Limited
58.J. Guest Limited
59.J H Hallam (Contracts) Limited together with its ultimate parent company J H Hallam (R & J) Limited
60.J. J. & A. R. Jackson Limited
61.J. J. McGinley Limited, together with its former ultimate parent company McGinley Holdings Limited
62.John Cawley Limited
63.John Sisk & Son Limited together with its ultimate parent company Sicon Limited
64.K. J. Bryan (Builders) Limited
65.Kier Regional Limited together with its ultimate parent company Kier Group plc
66.Lemmeleg Limited together with its ultimate parent company Rok plc
67.Lindum Construction Co. Limited and Lindum Homes Limited together with their ultimate parent company Lindum Group Limited
68.Linford Group Limited together with its ultimate parent company F. & E. V. Linford Limited
69.Loach Construction & Development Limited
70.Lotus Construction Limited
71.Milward Construction (Belper) Limited
72.Morgan Ashurt plc formerly known as Bluestone Plc together with its ultimate parent company Morgan Sindall plc
73.North Midland Construction plc
74.P D H Developments Limited (formerly trading as G. Hurst & Sons (Contractors) Limited) together with its ultimate parent company G. Hurst & Sons Limited
75.P. Casey & Co. Limited together with its current ultimate parent company The Casey Group Limited
76.P. Waller Limited
77.Pearce Construction (Midlands) Limited together with its former ultimate parent company Crest Nicholson plc
78.Peter Baines Limited
79.Phoenix Contracts (Leicester) Limited
80.Piper Construction Midlands Limited together with its ultimate parent company Piper Securities Holdings Limited
81.Propencity Group Limited together with its wholly owned subsidiary companies, ISG Jackson Limited, ISG Regions Limited formerly known as ISG Totty Limited, ISG Totty Building Limited and Propencity Limited
82.Quarmby Construction Company Limited together with its ultimate parent company St James Securities Holdings Limited
83.Quarmby Construction (Special Projects) Limited together with its ultimate parent company Justgrade Limited
84.R Durtnell & Sons Limited together with its ultimate parent company R Durtnell & Sons (Holdings) Limited
85.R. G. Carter Limited, R. G. Carter Building Limited and R. G. Carter Construction Limited together with their current ultimate parent company R. G. Carter Holdings Limited
86.Richardson Projects Limited
87.Robert Bruce Construction Limited
88.Robert Woodhead Limited together with its ultimate parent company Robert Woodhead Holdings Limited
89.Robinson & Sawdon Limited
90.Shaylor Construction Limited
91.Simons Construction Limited and Wrights Construction (Lincoln) Limited together with their ultimate parent company Simons Group Limited
92.Sol Construction Limited together with its ultimate parent company Barkbury Limited
93.Speller-Metcalfe Limited
94.Spicers (Builders) Limited
95.Stainforth Construction Limited
96.Strata Construction Limited (formerly trading as Weaver)
97.T. & C. Williams (Builders) Limited
98.T. Denman & Sons (Melton Mowbray) Limited
99.Thomas Fish & Sons Limited together with its ultimate parent company Fish Holdings Limited
100.Thomas Long & Sons Limited together with its ultimate parent company Radford Holdings Limited
101.Thomas Vale Construction Plc together with its ultimate parent company Thomas Vale Holdings Limited
102.Thorndyke Limited
103.Try Accord Limited and Galliford Try Construction Limited together with their ultimate parent company Galliford Try plc
104.W. R. Bloodworth & Sons Limited
105.Wiggett Bros & Co Limited
106.Wildgoose Construction Limited
107.William Sapcote and Sons Limited together with its ultimate parent company Sapcote Holdings Limited
108.William Woodsend Limited
109.Willmott Dixon Construction Limited together with its ultimate parent company Willmott Dixon Limited
110.Wright (Hull) Limited together with its ultimate parent company T. Wright & Son (Holdings) Limited
111.Wygar Construction Co Limited together with its ultimate parent company Wygar (Holdings) Limited
112.York House Construction Limited

THESE ARE WHY PFI CONTRACTS ARE SO EXPENSIVE AND OUTRAGEOUS AS WELL AS COSTING

THE TAX PAYER MILLIONS - NOTE THAT THE CONSTRUCTION COMPANY WHO BUILT THE

HINCHINGBROOKE TREATMENT CENTRE -  KEIR - ARE ON THE LIST - THEY ARE THE

MAIN REASON FOR THE HINCHINGBROOKE DEBT - KEEP HINCHINGBROOKE IN THE NHS

SAY NO TO PRIVATE COMPANIES......

Unmissable Read -
The NHS & the Market - The TRUTH

The NHS after 60

For patients or profits?

Sixty years ago, in 1948, Aneurin Bevan’s bold nationalisation of private, voluntary and municipal hospitals swept away a failed market system, and created the most popular of all the public services, the NHS.
New Labour reforms are reversing this historic modernisation, and spending more money to create an artificial ‘market’ in health care which could never exist without government subsidy.

In The NHS After 60, John Lister takes a fresh look at the origins and evolution of the NHS, emphasising the ‘reforms’ which, in its sixth decade, have begun to transform the NHS into a European-style social health insurance fund, purchasing services from a variety of private- and public-sector providers.

Lister also examines the NHS in an international context and discusses recent tendencies of Scottish, Welsh and Northern Irish governments to follow alternative lines of policy.
The conclusion looks at the alternatives for the future development of the NHS.

Will ministers roll the wheel of history further back towards a more radical market system?

Or will they move forward to a public service based on greater accountability and responsiveness to the needs and wishes of local people and those with greatest health needs?


AN ESSENTIAL READ TO THOSE WHO CARE ABOUT THEIR NHS AND HAVING IT
FREE AT THE POINT OF DELIVERY -  IT TELLS THE TRUTH FROM THE AUTHOR
OF HINCHINGBROOKE - CAUGHT IN THE CROSSFIRE

Defend the NHS at 60



The first session of the Unison health conference has agreed to
organise activities to defend the NHS from privatisation throughout this,its 60th year. We have also agreed to campaign against marketisation in primary care, and to respond assertively to the Darzi Report.

Some very good speches from branch delegates with experience of fightingoutsourcing of admin and clerical jobs demonstrate that on the ground unionreps are having some significant success in this area.

Unsion Health Conference News


Call for cleaning staff guarantee

Minimum cleaning staff quotas should be imposed on hospitals to
help in the fight against infections, unions say.

Unison, which represents a range of staff including cleaners,
nurses and porters, said hospitals should have two cleaners
for every 30 patients.

Hospitals should be cleaned from 8am to 9pm every day to
tackle bugs such as MRSA,
Unison's annual Health conference in Manchester was also told.

But the government said cleaning was too complex to have specific quotas.
The union complained there were no minimum staffing levels for cleaners
or times for hospitals to be cleaned.

Officials also pressed for committees to be established in every single hospital
in the UK, made up of cleaners, domestic supervisors, nurses and managers.

Karen Jennings, Unison's head of health, said: "We need to use the whole
hospital team if we are going to fight off these superbugs.

"Cleaning staff are frustrated because they know which cleaning products
are effective, what equipment they need, how many staff it takes to really
clean a ward well, but they are rarely consulted or listened to.

"It should be a requirement that all NHS organisations have safe minimum
staffing levels for their cleaning services that are based on quality, not cost,
and with staff receiving proper, up to date training and equipment."

Ms Jennings said the recent deep clean exercise in hospitals was worthwhile
but was only a starting point because regular, targeted cleaning would
"significantly cut" the instances of MRSA.

Some delegates described situations where staffing was so short that if a
cleaner had a day off there was no-one to cover for them

Brian Smith - R.I.P

Who passed away 11 April 2008

When I first met Brian it seemed very odd, you see he stood out from the
other members of the congregation at that particular Church service as
a “scruffy individual”. I don't mean that it a discriminative way but it was
so obvious like a sheepdog in a field of sheep.

I could always approach Brian as we were always on a similar
wavelength and although we pushed and fought for many different
campaigns there were many in which we fought for or joined in with.

Brian supported me with my Save Hinchingbrooke Campaign
and likewise I did with his Save the Library one, however with
Christian Aid and the annual water campaigns we had the same ideals.

Brian was a tireless campaigner for many issues, Global as well as local
ones and had a passion for each and everyone of them, to the point when
he cared more for others through his campaigning than his own health,
I know how having a passion for a campaign subject takes you over.

Brian will be sadly missed by me and I am sure by many others too,
it is a pity that he never got recognised by one of the higher authorities
in the UK for his charity work and campaigns, although I am sure that
his work is being recognised now by the lord.

From Cambridge Evening News -

Rise in bullying by hospital workers

A QUARTER of hospital staff have been bullied, abused and harassed at work.

The figure from a staff survey is described as a "worrying increase"
on the previous year when 18 per cent of staff at Hinchingbrook Hospital
had complained of bullying behaviour by workmates.

The research showed nearly half of hospital staff witnessed a potentially
harmful incident in the preceding month.

But the survey, conducted nationwide by the Healthcare Commission,
showed that Hinchingbrooke was also in the top 20 per cent of similar
NHS trusts for job satisfaction.

This figure was reported despite concerns over the hospital's future
and job losses caused by spiralling debts and a review of services.

AN NHS STAFF MEMBER WHO WAS ABUSED AND BULLIED
IN 2007, THEY GAVE INTO THE BULLIES FOR FEAR OF
REPRISALS, BROKE THE RULES TO STOP BEING HIT AS
THERE IS NO SECURITY AT HINCHINGBROOKE

THE STAFF MEMBER LOST THEIR JOB AS A
CONSEQUENCE - MANAGERS NEVER BACKED THE
STAFF MEMBER - SHAME ON YOU