Annex A > Chapter 6 - Funding and Resources > Resources > Strains on resources more generally
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Strains on resources more generally
137 The Inquiry received evidence of many other examples of strains on resources. After an inspection visit to the BRI and BRHSC in 1992: `... because of major alterations in the organisation of medical services at these hospitals' the Regional Advisors of the Royal College of Physicians (RCP) reported that there was:
`... a happy, hardworking, cohesive hospital team.' [190]
The RCP Regional Advisors also identified:
`... major problems due to the great increase in workload in emergency medicine without commensurate increase in resources. When a full complement of staff is present, the system is just able to cope, but if anyone is on leave those remaining can be stretched to the limit and the level of cover is inadequate to ensure proper training. It seems probable that, at times, the quality of patient care may fall below safe levels. In my [Professor Alberti's] discussions with Managers, it was clear that they are aware of these difficulties ...' [191]
138 Dr Roylance told the Inquiry:
`When we were at District ... we had a finite sum of money, which everybody, including me, agreed was woefully inadequate, and we had what people have described as an "infinite demand". ... And this I tried to say is a fundamental challenge to the health service. You do not resolve it by pretending it was not there or wishing it was not there, you have to address it. I believe one of the major steps which helped in addressing that issue was to separate the very difficult task of deciding what was necessary from the challenge of delivering what was decided ...' [192]
`If you strategically plan a new unit like the Children's Hospital and then do not get contracts for it, I think somebody ought to have the situation discussed with them. I mean what I am saying here is that the cardiac disease was a major cause of death and demand in the regional services is high and so on, and this is an issue that we are not meeting the demand for cardiac services and we were not committed to developing the service. Of course the Trust is and was committed to developing the service, but only as far as the purchasers were committed to buying that service.' [193]
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Footnotes
[190] WIT 0032 0259 Professor Sir George Alberti
[191] WIT 0032 0259 Professor Sir George Alberti