Upgrading the places delivering health and care

I attended the NHS ConfedExpo Conference in Liverpool in June, and heard the Health and Social Care Secretary, Sajid Javid, give a speech on the state on the NHS, its challenges, and plans being put into place to help address them.

Much of his speech focused on the waiting list backlog challenge, and its expected continuing growth: “…the COVID-19 backlog sits atop a broader set of generational challenges.”

While his comments are correct in that the NHS needs to, and should, continue to focus on reducing the waiting list backlog, particularly where is has been exacerbated by Covid, this comes with a long list of accompanying requirements all also needing to be addressed for waiting lists to be reduced.

Something not mentioned in the Health Secretary’s speech was the requirement to have appropriate places in which to provide health and/or community care. The government money pledged for ‘new hospitals’ has actually equated mostly to refurbishments or new wings or blocks, and so many NHS leaders have found themselves frustrated at being unable to provide the care needed in inadequate facilities.

In response to the speech at the conference, Matthew Taylor, Chief Executive of the NHS Confederation, noted this lack of investment or commitment to improving buildings: “Despite everything leaders are doing, 9 out of 10 members we surveyed recently told us their efforts to reduce waiting lists are being hindered by a decade long lack of investment in buildings and estates, and that they cannot transform patient services to meet the current Long Term Plan targets without further investment.”

As ICSs launch across the NHS, it is likely that ICBs will take stock of estate management, with the aim of making buildings more user-friendly and appropriate to needs across places.

Whilst Mr Javid didn’t address estates in his speech, capital projects are essential for ensuring the ongoing development of ICSs, and have long-term benefits for tackling waiting lists. Budgets and funding are not always readily available, and therefore effective VAT planning at the outset of such a project is vital to manage any unexpected expenditure. We always recommend speaking to experts for advice when scoping any such projects, particularly where budgets are limited or need careful planning, so that every penny can go towards the ultimate aim of improving patient care where it is most needed.

To speak to a VAT expert at Liaison Financial, please get in touch at info@liaisongroup.com

 –  Andrew Armitage, CEO, Liaison Group