Let me start by saying that I am deeply suspicious of professional trade unions. I do not regard myself as a disenfranchised working man who needs the resources of a trade organization to negotiate on my behalf, and I don’t believe in a number of things that my own trade union, the BMA, woud regard as sacrosanct (eg national terms and conditions of service for consultants). I am not convinced that the BMA serves the interests of its members, let alone the general public, and I often ask “what is it for?”
The BMA has issued a document called A rational way forward for the NHS in England, which I read today with a mixture of sage nods and spluttering in the style of an HM Bateman cartoon

Here’s a synopsis of the main themes:
1.) NHS to be taken out of day to day political control and put in the hands of a board of governors
Well, fine but is it realistic to think the NHS can have access to £90 billion without accountability to the treasury and the taxpayer. I’m pretty sure Gordon won’t go for it unless he has a ’stealth’ hand on the purse-strings
2) Explicit acknowledgement of and discussion of rationing
Absolutely-and about time too
3) Increased Autonomy for local health economies
Leaving aside whether an economy can have autonomy, I know what they are saying and this is devolution of decision making to a local level. This has to be good, too.
4) National quality standards to “underpin local management and provision of services”
I can buy into this, but the language is getting more obscure which suggests catastrophe looming
5) “A more mature form of commissioning would diminish the need for a purchaser-provider split. Commissioning should be clinically led, based upon collaborative relationships between primary and secondary care, and seek to develop integrated care systems. Commissioning must be led by the public sector.”
Now they are beginning to lose me altogether. How can you have commissioning without a purchaser-provider split? It may be that they are saying that commissioning bodies should have representation form both primary and secondary care, which I would entirely agree with. I’m all for collaborative relationships but I think we’re getting into motherhood, apple pie and management jargon
6) Private sector provision should only be commissioned where there is no NHS capacity to provide the service. There is no evidence that the private sector offers improved services or better value for money than the NHS. There should be no further central procurement of private sector provision. The private sector should support the NHS rather than be seen to be supplanting it
No NHS capacity? This has to be wrong. I’m not a fan of central commissioning of private sector services, but it does drive down costs, and may be appropriate in some instances. Why should the private sector support the NHS? Surely both should work, together where necessary, for the improvement of patient care. This doesn’t mean the private sector “supporting” the NHS
7) In order to enable the development of integrated care systems, clinical networks need to be established. This requires a commitment by the service to make protected time available for clinicians to plan service development.
hmmmm
8.) Areas should be encouraged to move toward single-system working, as exists in Scotland, where commissioners and providers work within a single structure. This is because efforts to move towards a different form of commissioning and the development of clinical networks may be frustrated by the formal existence of a
purchaser-provider split. We believe that a HEFT model could achieve this. Boards would include provider and commissioner representation from hospitals, general practice, community providers and public health.
This is unquestionably (to my mind) the right way to develop commissioning-but no mention of patients here
9) Clinical networks should have patient, carer and user involvement at their centre.
stating the bleedin’ obvious
10) We recommend the formation of local health councils to provide a link between the community and health professionals/managers who are shaping local services. Their membership will be elected.
Great idea. These were called community health councils. New Labour abolished them
11) Commissioners must be given freedom to make investments without showing a return within the financial year… greater financial flexibility is needed.
Common sense
12) A new agreement is needed for managers’ relationships with clinicians, together with a new agreement between the government and the NHS, and between the NHS and its constituent parts. This will involve devolving responsibility for the management of care to clinicians and a shift in managers’ priorities. Primarily this will mean a move away from an obsession with external political expectations and towards a focus on clinical quality and service development.
This is true, but see below
etc etc. There were 24 recommendations in all. Some of them were sensible, some of them were stating the obvious. What was said was considered and generally sound.
BUT…
There was no mention of other critical reforms that need to happen: Giving patients information about their health service and doctors, and the choice of which doctor to see and which hospital to be seen in. No mention that if doctors are to take responsibility for the innovation and development they need to be trained to do so. And, by the way, that they need also to take responsibility for the failings of the system as well. No mention either of improving doctors’ productivity with incentives and financial or other penalties.
In short no mention of fundamental reform of the way in which patients interact with their doctors. Only limited mention of empowering the patient in this discussion. No mention of managing doctors’ performance.
Just what you would expect from a trade union, perhaps. Not necessarily what I want to hear from my professions’ “leaders”
Having said all that, if you add in some of the above details, and read it in the knowledge that it is written by a doctors’ trade union, it is a reasonable document with some well considered points, and may form the basis for sensible discussion. Myself I do not believe that it goes far enough. Root and branch reform is needed in the NHS, which is now performing incredibly badly compared with other international comparators. But the point that is made in the report is that the NHS needs to change by evolution rather than revolution. I believe that we need some genetic modification to speed up the process, though