Wes Streeting MP: speeches

Speeches

• 13 Mar 2025 · NHS England Update · Hansard source

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  I am grateful to my hon. Friend for raising that example. She is welcome to contact my office to see if we can expedite that kind of decision-making. In fact, Members will have seen the work that the Deputy Prime Minister is doing to speed up decision-making in local government, which has an impact and a bearing on the NHS. We will work together to speed that up, so that where resources are available, we get them out and deliver change as quickly as possible.

• 13 Mar 2025 · NHS England Update · Hansard source

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  I am grateful to my hon. Friend for that question; that was a very kind way of reminding me that I had already made such a commitment and have not followed through, so let me rectify that immediately.

• 13 Mar 2025 · NHS England Update · Hansard source

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  My hon. Friend is absolutely right about the need to improve procurement. One thing that Attlee and Bevan could not have predicted in 1948 is that the single-payer model of the national health service makes it ideally placed for this world of artificial intelligence, genomics, machine learning and big data. We must unlock that potential so that we have new treatments, new technology, productivity gains and efficiencies, but we also have to get the basics right on procurement. We have to change the culture of profligacy, routine deficits and routine over- spending. That is why, today, the leadership of NHS England has summoned to London chairs and chief executives from across the country to get an immediate grip on the £5 billion to £6 billion deficit that was already being baked in for the 2025-26 financial year. Those chairs and chief executives have just become so accustomed to the idea that Governments will just come in and bail them out. I said before the election that there would be no release of money in winter, because winter is predictable. The NHS was given additional resources and it must learn to live within its means. Despite howls of outrage before and since the election, I have kept to my word. I said that there would be accountability for people who think that the Government are there to bail them out. Having come from local government, where that culture would never be tolerated, I and this Government are bringing that same financial discipline to the NHS. We will not tolerate deficits. It is important that we get better value for money, while also making sure that, nationally, we are providing support through the procurement platform. That is how we will help the system deliver better value, and we will liberate frontline leaders to focus on the things that really matter, which are services for patients.

• 13 Mar 2025 · NHS England Update · Hansard source

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  With permission, I would like to make a statement on the future of NHS England. Since coming into office, this Government have made big strides in fixing our broken NHS. Under the Conservatives, the NHS suffered years of industrial action, costing taxpayers billions and costing patients more than 1 million cancelled operations and appointments. We negotiated an end to the resident doctors strike within three weeks. We have delivered the 2 million extra appointments we promised in our first year, and we did it seven months early. After 14 years of rising waiting lists under the Conservatives, we are finally turning the tide, cutting waiting lists for five months in a row, cutting waiting lists through the winter pressures and cutting waiting lists by 193,000 so far and counting. We have agreed the GP contract with GPs for the first time since the pandemic—our first step to bringing back the family doctor—and we have delivered the biggest uplift in hospice funding for a generation. However, there should be no doubt about the scale of the challenge ahead. We inherited an NHS going through the worst crisis in its history, so there is no time to waste. We inherited public finances with a £22 billion black hole, so there is no money to waste. The urgency of the crisis means we have to go further and faster to deliver better value for taxpayers and better services for patients—something the Conservative party cannot even begin to speak to a record on. Lord Darzi’s independent investigation into the national health service traced the current crisis back to the 2012 top-down reorganisation of the NHS by the right hon. Lord Lansley. The Darzi investigation said the reorganisation was “disastrous” and a “calamity without international precedent” that “scorched the earth” for health reform, “the effects of which are still felt to this day.” The Health and Social Care Act 2012 established more than 300 new NHS organisations, created a complex and fragmented web of bureaucracy and, to quote the Darzi investigation, “imprisoned more than a million NHS staff in a broken system”. Today, we are putting the final nail in the coffin of the Conservatives’ disastrous top-down reorganisation of the NHS. There are more than twice as many staff working in NHS England and the Department of Health and Social Care today than there were in 2010—twice as many staff as when the NHS delivered the shortest waiting times and the highest patient satisfaction in history. Today, the NHS delivers worse care for patients, but is more expensive than ever before. The budget for NHS England staff and admin alone has soared to £2 billion. Taxpayers are paying more, but getting less. We have been left with two large organisations doing the same roles, with an enormous amount of duplication. It is especially in times like these, when money is tight, that such bloated and inefficient bureaucracy cannot be justified. However, even if the Conservatives had not left a £22 billion black hole in the public finances, the Prime Minister would still be announcing the changes he is today, because every £1 that is wasted on inefficient bureaucracy—in good times or bad—is £1 that cannot be spent on treating patients faster, nor can it be spent on fixing our crumbling schools, lifting children out of poverty or putting money back into people’s pockets. There is always a duty on Ministers to get as much value for taxpayers’ money as is possible, and I cannot honestly say that it is achievable with the way that my Department and NHS England are set up today, nor can I say that the current set-up is getting the best out of the NHS. I am sure Members will have heard their local NHS leaders complain about the top-down way in which the NHS is run. It is something I have heard for years. Now that I find myself at the peak of this enormous mountain of accountability, I do not just recognise the complaint; I agree with it. Frontline NHS staff are drowning in the micromanagement they are subjected to by the various and vast layers of bureaucracy. In the Hewitt review, the former Health Secretary my right hon. Friend Dame Patricia Hewitt reported that one local service was required to send 250 reports and forms to NHS England and the Department of Health and Social Care in a single month. That is time and energy that is not being spent delivering care for patients. The review also concluded that having two organisations doing the same jobs has led to “tensions, wasted time and needless frictional costs”. Since coming into office I have sought to correct that, by building a one-team approach between my Department and NHS England, working towards our shared mission of building an NHS fit for the future. Today, the Prime Minister has announced that we are turning one team into one organisation. I acknowledge that there are talented, committed public servants working at every level of the NHS and my Department, including at NHS England, who I have had the privilege of working with over the past eight months. The reforms we are announcing today are not a reflection on them. They have been set up to fail by a fragmented system that holds them back. The actions we are taking today will change that. Work has already begun to strip out the duplication between the two organisations, and bring many of NHS England’s functions into the Department. NHS England will have a much clearer focus over this transformation period. It will be in charge of holding local providers to account for the outcomes that really matter: cutting waiting times, and managing their finances responsibly. And it is tasked with realising the untapped potential of our national health service as a single-payer public service: getting a better deal for taxpayers through central procurement; being a better customer to medical technology innovators, to get the latest cutting-edge tech into the hands of staff and patients much faster; and being a better partner to the life sciences sector, to develop the medicines of the future. Over the next two years, NHS England will be brought into the Department entirely. These reforms will deliver a much leaner top of the NHS, making significant savings of hundreds of millions of pounds a year. That money will flow down to the frontline, to cut waiting times faster and deliver our plan for change. By slashing through the layers of red tape and ending the infantilisation of frontline NHS leaders, we will set local NHS providers free to innovate, develop new productive ways of working, and focus on what matters most: delivering better care for patients. I cannot count the number of Conservatives who have told me in private that they regret the 2012 reorganisation and wish they had reversed it when in office. But none of them acted. They put it in the “too difficult” box while patients and taxpayers paid the price, because only Labour can reform the NHS. And this Government are proving that only Labour can be trusted to reform the state. The Prime Minister has committed to cutting the number of quangos. Today, we are abolishing the biggest quango in the world. I am delighted that Sir James Mackey will be leading the transformation team, as the Chief Executive of NHS England. Jim has an outstanding track record of turning around organisations, balancing the books, driving up productivity, and driving down waiting times. He is putting in place a new transformation team to drive change, and alongside Dr Penny Dash as the incoming chair, I am delighted to have such a capable leadership team of radical reformers to lead NHS England with me through this transformation. I also take this opportunity to place on record my heartfelt thanks to Amanda Pritchard, who has shown an outstanding commitment to our national health service over her decades of service—which I know remains undiminished. She has also been a rock of enormous support, not only in the past eight months, but also in the past few weeks as we have worked together with Jim preparing for this change. I also place on record my thanks to her deputy Julian Kelly, who is one of the most outstanding public servants of his generation, along with the rest of the leadership team departing at the end of the month. They deserve our thanks and best wishes for the future. Change is hard. There will always be cautious voices warning you to slow down. However broken the status quo is, there will be those who resist any change away from it. But we should be in no doubt: we inherited a national health service going through the worst crisis in its history. Patients are waiting unacceptable lengths of time for an operation, a GP appointment or an ambulance. This Labour Government will never duck the hard yards of reform. We will take on vested interests and change the status quo, so the NHS can once again be there for us when we need it. The Prime Minister has set an enormously ambitious target for the NHS: to cut waiting times for operations from up to 18 months to a maximum of 18 weeks by the end of this Parliament. That will require us to go further and faster than even the last Labour Government achieved, but patients in our country deserve nothing less. The reform the Prime Minister is setting out today will mean fewer checkers and more doers. It will cut through the complex web of bureaucracy, and devolve more resources and responsibility to the frontline, to deliver better value for taxpayers’ money and a better service for patients. It will set the NHS up to deliver on the three big shifts needed to make the service fit for the future: from hospital to community, analogue to digital, and sickness to prevention. The NHS is broken, but it is not beaten. Together, we will turn it around. I commend this statement to the House.

• 13 Mar 2025 · NHS England Update · Hansard source

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  I would be delighted to speak further with the right hon. Gentleman, drawing on that valuable experience both as a constituency MP and as a Treasury Minister—always, for the record, my favourite people to work with—

• 13 Mar 2025 · NHS England Update · Hansard source

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  I am grateful to my hon. Friend for his perseverance in bobbing for so long; they should prescribe it on the NHS. I say to my hon. Friend that this is why I strongly believe in local decision making to make sure services are configured and designed to meet the differing needs of local communities while providing the same standard and quality of care in every part of the country. He also described the frustration of people who will often, including in the future, necessarily be living some distance from their general hospitals; that is why we have to shift out of hospital with the NHS being not just the national health service but a neighbourhood health service, with as many services as possible closer to people’s homes and indeed in people’s homes. That is the exciting future that is up for grabs, and that is the future we will realise thanks to the reforms we are making today. I am delighted they have been greeted with such support right across the House.

• 13 Mar 2025 · NHS England Update · Hansard source

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  First, I give the Chair of the Select Committee my assurance that I would be delighted to appear in front of her Committee at the earliest opportunity —that means soon. I appreciate that it will want to scrutinise these changes in more detail, and I would welcome the constructive challenge that it offers. I also reassure her that the direction that we are giving to frontline leaders is to deliver the three big shifts in our 10-year plan, and to ensure that as we take immediate steps to bring the finances under control, we do so in a way that lays the firm foundations for the future of the NHS that we need to build. My cautionary note to Members across the House is that when we ask frontline leaders to reform and to change ways of working, sometimes that requires not just changes to the bureaucracy as it were—the easier and lower hanging fruit—but service reconfiguration in the interests of patient outcomes and better use of taxpayers’ money. Sometimes, they get those changes wrong. I have successfully campaigned against closures of services such as the King George accident and emergency department, which should not have closed and where we won the case on clinical grounds. Sometimes, let us be honest, the public can get anxious, and Members of Parliament feel duty bound to act as megaphones and amplifiers for public concerns. It is important that we support and engage with local NHS leaders. By all means, we should scrutinise, challenge and ask questions, but we must give local leaders the support to do the task that we are asking of them on behalf of patients and taxpayers. The powers that I have to intervene in those frontline service reconfigurations are ones that I will use only in the most exceptional and necessary cases, and that is why I have not used them once in the past eight months.

• 13 Mar 2025 · NHS England Update · Hansard source

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  The Government have come in with an ambitious reform agenda. As we embark on that reform, we are cutting NHS waiting lists—we have done that five months in a row. We are reforming the GP contract—those negotiations have successfully concluded. We are about to conclude community pharmacy, too. We have put in place a transformation team who are experienced frontline leaders with demonstrable track records—particularly in the case of Sir Jim Mackey—of delivering those changed outcomes. There will always be people who say that it is too hard, too difficult or a distraction, but that is how we have ended up with this status quo; that is how the Conservative party presided over the longest waiting lists and the lowest patient satisfaction on record while spending staggering amounts of public money. More money and no reform is not the answer; the lesson of the previous Labour Government is that investment plus reform delivers results. That is what this Labour Government are doing.

• 13 Mar 2025 · NHS England Update · Hansard source

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  NHS dentistry is in a terrible state and, in fact, in many parts of the country it barely exists. There are lots of reasons for that, and it is a source of constant astonishment to me that the dentistry budget was underspent year after year despite that situation. The Minister for Care is working with the British Dental Association to reform the contract. I know that Members are frustrated at the pace, and so am I. We are trying to clear an enormous challenge; it is not going to be easy, but we are committed to working with the profession. We are rolling out the 700,000 urgent dentist appointments and supervised toothbrushing, as we promised and as the BDA has welcomed, but we have a lot more to do. That requires working with the profession—not simply tinkering with the system as it is, but fundamentally rethinking it and how we rebuild it into an NHS dentistry service that we can be proud of.

• 13 Mar 2025 · NHS England Update · Hansard source

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  The hon. Member is absolutely right: the estate is vast, it is underutilised, and we need to sweat our assets more effectively. We also need to reform bureaucratic processes. There are lots of reasons why we need to have tough controls on things such as spending, procurement and value for money, to ensure that there is appropriate and effective use of public money. But businesses do not operate in this way; they are able to counter fraud, waste and poor value for money, and they do it much faster. That is what the NHS needs to do. Across the public sector, we need to use our estate far more effectively to deliver better value and better services for the public.

• 13 Mar 2025 · NHS England Update · Hansard source

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  We absolutely need to reduce the cost of agency staff in the NHS. That costs the taxpayer billions, and that money could be better spent on ensuring that we have the right staff in the right place, on better terms and conditions, and with permanent contracts. Where we do need flexibility, we should drive it through the NHS bank. We are determined to reform the way that works and deliver better staffing, better outcomes for patients and better value for taxpayers.

• 11 Feb 2025 · Dementia Diagnosis Rates · Hansard source

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  I just restated the Government’s commitment to ensuring that at least two thirds of people living with dementia receive a diagnosis. Our investment and reform agenda will speed up diagnostics across the board. Under the last Government, NHS planning guidance was a wish list of fantasy targets, most of which were never met. As the NHS got worse and worse, they piled on more targets to make themselves look busy. This Government are ending the micromanagement, turning our NHS around and clearing up their mess.

• 11 Feb 2025 · Dementia Diagnosis Rates · Hansard source

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  The dementia diagnosis rate target was not met for the last five years of the Conservative Government, and it declined over the course of the last Parliament. This Government are committed to ensuring that at least two thirds of people living with dementia receive a diagnosis. The Government are investing in dementia research across all areas, from causes, diagnosis and prevention to treatment, care and support, to help people live with this condition.

• 11 Feb 2025 · Dementia Diagnosis Rates · Hansard source

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  I am grateful to my hon. Friend for his question—I know how personal this issue is for him. I was delighted to meet his father on my visit to Hartlepool, and wish him very well. I take very seriously what my hon. Friend has said about the importance of workforce training. He mentioned training for health and social care staff, which is important, but I would argue that the point applies more broadly across our society. On 6 September, the Department launched the adult social care learning and development support scheme, which allows eligible employers to claim for funding for certain training courses and qualifications, including relevant dementia training, for eligible care staff. We will continue to keep this under observation and review.

• 11 Feb 2025 · Waiting Lists: Devolved Administrations · Hansard source

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  I am absolutely committed to our working across the whole of the United Kingdom of Great Britain and Northern Ireland on cross-border working and co-operation, where we can. I have had constructive conversations, particularly with my counterpart in Wales, to that effect, and I would be delighted to work with my counterpart in Northern Ireland in the same spirit. Despite our differing views on the future of the United Kingdom, I have had equally constructive discussions with my counterpart in Scotland, although he may not thank me for mentioning it.

• 11 Feb 2025 · Waiting Lists: Devolved Administrations · Hansard source

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  I was delighted to work closely with the hon. Gentleman when he was Minister for Health for Northern Ireland, and I am delighted to work with his successor. I have met regularly with my counterparts in Northern Ireland, Scotland and Wales since I took up office. The Chancellor’s recent Budget meant a massive £26 billion-a-year boost for the health and social care services; thanks to the Barnett consequentials, the devolved Administrations will benefit from a major increase in their budgets—the biggest since devolution began.

• 11 Feb 2025 · Topical Questions · Hansard source

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  I can say to the hon. Member that my hon. Friend the Minister believes in treating every human being with the dignity and respect they deserve—even the hon. Gentleman.

• 11 Feb 2025 · Topical Questions · Hansard source

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  This is unusually consensual today. The Government are committed to rolling out fracture liaison services across every part of the country by 2030. I promised that before the election, and that is what we are delivering. In fact, we have already started by investing in 14 hi-tech DXA—dual-energy x-ray absorptiometry—scanners, which are expected to provide an extra 29,000 scans to ensure that people with bone conditions get diagnosed earlier. I note that the shadow Secretary of State does not want to look to the past—I am not surprised, given the Conservatives’ record—but I am sure that we can work together in the future.

• 11 Feb 2025 · Topical Questions · Hansard source

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  I am a product of the welfare state, and I remember the benefit system putting food in the fridge and money in the electric meter. I also know from lived experience that people who are trapped in the benefits system want to escape. The best way out of poverty is not through social security, important though that is, but through fair, decent work that pays. That is the Government’s agenda.

• 11 Feb 2025 · Topical Questions · Hansard source

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  It is important that people are able to get the right care in the right place at the right time, and I recognise the challenges, particularly in geographies such as Devon and Cornwall, which have more rural and remote communities. In the first instance, I encourage the hon. Gentleman to take this issue up with local health leaders and his integrated care board, but Ministers are always open to receiving representations beyond that if he needs further reassurance.

• 11 Feb 2025 · Topical Questions · Hansard source

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  The hon. Member is absolutely right to put the spotlight on paediatric health. Mental health is important for children and young people, but physical health is too. This Government are committed to dramatically reducing waiting lists and returning to the 18-week standard by the end of this Parliament, but we should aim to go even harder after those childhood waiting lists, because many children waiting in pain and agony are losing valuable years of their childhood that they will never get back.

• 11 Feb 2025 · Topical Questions · Hansard source

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  The hon. Gentleman hit the nail on the head when he mentioned the importance of evidence-based treatment. As part of the Government’s shift from hospital to the community, from analogue to digital and from sickness to prevention, the NHS absolutely should be in this space, and we are considering those issues as we develop our 10-year plan for health.

• 11 Feb 2025 · Topical Questions · Hansard source

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  Where have I heard that before? The hon. Member knows that I will agree with him on the matter of the Union, but I also believe that we should work cross-border wherever we can, especially when it comes to important issues such as Parkinson’s. We have to make better breakthroughs in research, treatment and, hopefully, finding a cure.

• 11 Feb 2025 · Topical Questions · Hansard source

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  I really welcome the shadow Secretary of State’s raising that important issue. Too often, even when patients with eating disorders are in health settings, they do not receive the right care or support at the right time. I would be delighted to receive representations from Beat on how we can improve the situation.

• 11 Feb 2025 · Topical Questions · Hansard source

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  The hon. Member is right to raise this serious and important issue. We want to ensure that we improve diagnostics, access to treatment and research, and I can think of no better person to lead the work on this area of the national cancer strategy than my hon. Friend the Minister for Secondary Care, who has lived experience, and who demonstrates that people can live well with cancer.